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. 6d ago

    Why I Don't Like Videos In Presentations

    Videos can lift a business presentation, but they can also hijack it. In the Age of Distraction, leaders, executives and salespeople cannot afford to let a slick corporate video, slide deck or screen become the star of the show. The presenter must remain the dominant force in the room. Why can videos weaken a business presentation? Videos weaken presentations when they take control away from the speaker. The audience may enjoy the production quality, but that does not mean they remember the message. Business events, audiences in Tokyo, Sydney, Singapore, London and New York are already conditioned by TikTok, YouTube Shorts, Netflix, gaming, live sport, fireworks, music and fast-cut visual storytelling. Against that competition, a presenter standing with a slide advancer can look very small unless they bring energy, conviction and control. The problem is not video itself. The problem is using video as a substitute for presence, persuasion and leadership. Do now: Use video only when it strengthens your message. Never let it replace your role as the communicator. Should presenters use videos in speeches and corporate talks? Yes, presenters can use videos, but only when the video serves a clear business purpose. A video should support the speaker, not become the presentation. A product launch, recruitment event, sales meeting or company town hall may benefit from video if it shows proof, customer emotion, technical evidence or a hard-to-explain process. Toyota, Rakuten, Salesforce, Apple and other major brands understand the power of visuals, but strong presenters still frame what the audience should notice. SMEs and startups often make the mistake of thinking "slick" equals "persuasive". It does not. The video creates an impression; the speaker creates conviction. Do now: Before playing a video, ask: what exact point does this prove, and why is the speaker still necessary? How should you introduce a video during a presentation? A presenter should introduce a video by telling the audience exactly what to look for. This creates anticipation and turns passive watching into active listening. Instead of saying, "Let's watch this short video," give the audience a mission. For example: "In this clip, listen carefully to what our Chief Scientist says about the future of this technology. That one point may change how you see the whole issue." This works in boardrooms, sales pitches, leadership training and conference keynotes because it focuses attention. In Japan, where audiences may be polite but reserved, this framing is especially useful because it gives people permission to engage mentally before the clip begins. Do now: Always provide a verbal set-up before the video. Tell people what matters before they press play in their minds. What should a presenter do after showing a video? After the video, the presenter must connect the evidence back to the core message. Without that wrap-up, the video becomes entertainment rather than persuasion. A strong outro sounds like this: "What I like about that message is that it shows we can control our future if we choose to take that route." That sentence links the video to the speaker's argument. In B2B sales, leadership communication and investor presentations, this is where authority returns to the presenter. The video supplies colour, proof or emotion; the speaker supplies meaning. Without the follow-through, the audience forgets the clip within thirty seconds. Do now: After every video, summarise the lesson, connect it to your thesis and tell the audience what to think about next. Why is handing out slide decks before a presentation risky? Handing out the slide deck beforehand often destroys audience connection. When the speaker is on slide two and the audience is already reading slide eighteen, the presentation has split in two. Slides, videos and documents can all become competitors for attention. In an executive briefing, the audience may stop watching the presenter and start analysing the deck. In a sales meeting, procurement may jump straight to pricing. In a training room, participants may scan ahead and miss the emotional build-up. This is especially dangerous in the smartphone era, where one small moment of boredom sends people to email, chat apps or social media. Do now: Control the timing of visual information. Keep the audience with you, not ahead of you. What is the biggest mistake company presidents make with videos? The biggest mistake is hiding behind a corporate propaganda video instead of speaking as the chief evangelist. A president, CEO or country manager should not surrender the room to a screen. Senior leaders must win trust through voice, conviction, eye contact and message ownership. When a company president plays a long corporate video to avoid speaking, the audience notices. In Japan, the US, Europe and Asia-Pacific, employees and clients expect leaders to embody the enterprise, not outsource belief to a production agency. A polished video cannot replace courage. It cannot answer questions, read the room or create human connection. Do now: Leaders should speak first, frame the video, return after it and make the message unmistakably personal. Final summary Videos in presentations are not the enemy. Uncontrolled videos are the enemy. The speaker must dominate the room, guide the audience's attention and use every visual element as a servant to the message. In the Age of Distraction, presenters need energy, structure and authority. Otherwise, the screen wins and the speaker disappears. 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" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver global leadership, communication, sales and presentation programmes, including Leadership Training for Results. He has written 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. His works have been translated into Japanese, including Za Eigyō, Purezen no Tatsujin, Torēningu de Okane o Muda ni Suru no wa Yamemashō and Gendaiban "Hito o Ugokasu" Rīdā. Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts, plus YouTube shows including The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews.

    12 min

  2. May 24

    Freedom Is All In The Mind

    We cannot stop the mind from travelling backwards into memory or forwards into imagination. That is part of being human. The real issue is not remembering the past or preparing for the future. The real issue is the worry we attach to both. How can we stop worry from taking over our thinking? We do not need to stop remembering the past or thinking about the future; we need to strip out the worry attached to both. Memory and forecasting are survival mechanisms, because they help us learn from yesterday and prepare for tomorrow. The trouble starts when recollection becomes rumination and preparation becomes anxiety. In business, leadership, sales, education, and personal life, this pattern is familiar. We replay a painful meeting, a failed presentation, a lost opportunity, or an unfair comment. Then we imagine tomorrow going even worse. That mental habit drains energy from the one place where we can actually act: today. Mini-summary / Do now: Recall and prepare, but remove the worry flavouring. Treat worry as the optional extra, not the main meal. Why do William James and Victor Frankl matter to mental freedom? William James and Victor Frankl both point to the same powerful truth: we can choose our attitude, even when we cannot choose every circumstance. James reached this through psychology and philosophy; Frankl reached it through suffering and survival. William James, the Harvard academic often called the father of American psychology, argued that human beings can alter their lives by altering their attitudes of mind. Victor Frankl, the Holocaust survivor and author of Man's Search For Meaning, found that the last human freedom is the ability to choose one's attitude in any given circumstances. Different men, different eras, different experiences — yet the conclusion overlaps beautifully. We may not control everything that happens, but we can work on how we think about it. Mini-summary / Do now: Stop treating attitude as decoration. It is a core operating system for how we live and lead. Why do painful memories keep replaying in our minds? Painful memories replay because the brain wants to protect us from repeating mistakes, but protection turns into punishment when we keep attaching worry to the memory. That old mental movie can run for years if we keep pressing play. We remember humiliation, insult, degradation, or unfairness because the mind flags those moments as important. It says, "Watch out, this hurt you before." That may help us learn, but it can also trap us. The article's practical advice is not to deny the memory. We observe it, acknowledge that it happened, and tell ourselves we are not going back there. This resembles meditation: notice the breath, notice the thought, but do not attach yourself to it. Mini-summary / Do now: Let the memory appear, but do not let it become your identity. Notice it, learn from it, and move your mind elsewhere. How can we prepare for the future without becoming negative? Future thinking helps when it prepares us, but hurts when it becomes doom and gloom dressed up as planning. The goal is not to ignore the future; the goal is to stop inviting disaster into today. The mind imagines what could go wrong because it wants us to be ready. That is useful in leadership, sales, crisis management, public speaking, and family life. The problem begins when imagination disables optimism. We attack our own confidence before the event has even arrived. The better approach is to ask, "What is the worst that can happen?" Then mentally accept that possibility and immediately ask, "How can I improve on the worst?" That turns fear into preparation and paralysis into action. Mini-summary / Do now: Visualise the possible problem, then plan many ways to defeat it. Make the brain a solution factory, not a fear factory. What does living in "day tight" compartments really mean? Living in "day tight" compartments means protecting today from yesterday's pain and tomorrow's imagined disasters. It is a Dale Carnegie stress management principle that keeps attention on the only day where action is possible. Think of each day as an air-tight container. Yesterday cannot be changed, and tomorrow has not arrived. We still learn from the past and prepare for the future, but we do not let their worry components invade today. This is especially relevant for executives, managers, salespeople, educators, and professionals in high-pressure environments. If today is full of yesterday's resentment and tomorrow's fear, there is no mental room left for clear decisions, useful conversations, or effective action. Mini-summary / Do now: Seal today. Learn from the past, prepare for the future, but do today's work with today's energy. Where is real freedom located? Real freedom sits in our ability to decide how much worry we attach to memory and foreboding. We may not stop every thought from appearing, but we can work on the meaning we give it. The article's action steps are direct. Recall the past, then quickly swap the message to something more positive. Visualise the future issue as a possibility, then plan many ways to defeat it. Cure the worry virus, because that is where freedom lives. Time is spelt life. That line matters. If time is life, then the way we spend our attention becomes the way we spend our life. We can let life happen to us, or we can decide how we are going to lead it. Mini-summary / Do now: Do not wait for the mind to become silent. Lead it. Choose your attitude, choose your focus, and choose today's action. Final Summary Freedom is not the absence of difficult memories or anxious future thoughts. Freedom is the ability to recognise them, neutralise the worry, and choose a better mental response. William James reminds us that attitude can alter life. Victor Frankl reminds us that attitude remains a human freedom even under extreme circumstances. Dale Carnegie's "day tight" compartments give us a practical daily method. The past can teach us. The future can prepare us. But worry should not be allowed to steal the present. Quick Actions for Leaders and Professionals Recall the event, then deliberately shift to a more useful thought. Ask what the worst future outcome could be, then plan ways to improve it. Protect today from unnecessary past and future worry. Treat attitude as a leadership discipline, not a mood. Remember that time is life, so attention needs direction. 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, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written 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. His works have been translated into Japanese, including 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 also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

    13 min

  3. May 17

    Be Chatty When Presenting

    Great presentations are not speeches delivered from a mountain top. They are conversations that make the audience feel included, respected and quietly persuaded. In Japan, where hierarchy, humility and group sensitivity matter deeply, the way we stand, speak, gesture and connect can either build trust or create distance. The best presenters know how to reduce that distance fast. Why should presenters be more conversational? Presenters should be conversational because audiences trust speakers who feel accessible, not distant. A formal stage, lectern, microphone, slide deck and commanding tone can all create a psychological wall between speaker and listener. In Japan, that wall can feel even higher because physical elevation and hierarchy carry cultural meaning. Standing above a seated audience often requires humility at the start. The same lesson applies in boardrooms in Tokyo, sales kick-offs in Singapore, leadership forums in Sydney and investor briefings in New York. People may respect expertise, but they are persuaded by connection. A conversational tone says, "We are in this together," rather than, "I am above you." Do now: Reduce distance early. Speak with the audience, not at them. How does hierarchy affect presentations in Japan? Hierarchy affects presentations in Japan because the speaker's physical and vocal authority can unintentionally imply superiority. That can weaken connection before the message has even begun. Japanese business culture, from keiretsu conglomerates to SMEs and professional services firms, places high value on respect, status awareness and situational humility. A presenter standing above the room, controlling the lights, slides and microphone, may look powerful but also remote. In the US or Australia, confidence may be read as leadership. In Japan, unsoftened authority may feel cold. The answer is not to become weak or timid. The answer is to balance gravitas with warmth. A short apology, a friendly tone and inclusive body language can reset the relationship. Do now: Keep authority, but wrap it in humility and warmth. How can speakers include the audience naturally? Speakers include the audience naturally by referring to real people in the room in a positive, respectful way. Mentioning someone's name can instantly turn a speech into a shared experience. For example, saying, "Suzuki san made an interesting point before we began," or "Tanaka san is a great example of this principle," makes that person feel recognised. It also tells everyone else this is not a canned lecture. This works in Japanese leadership training, B2B sales presentations, client briefings and internal town halls. The key is sincerity. Do not embarrass people, expose private comments or manufacture fake intimacy. Use names to build belonging, not to show off your networking skills. Do now: Before presenting, meet people. Then weave one or two names into the talk respectfully. What tone works best for persuasive presentations? The best persuasive tone is warm, chatty and authoritative at the same time. Think of a smart conversation over the backyard fence, not a grand oration in a five-star hotel ballroom. A conversational style does not mean flat, casual or sloppy. Monotone delivery still puts people to sleep. Strong presenters vary speed, pause before key ideas, emphasise important words and use vocal contrast. Dale Carnegie-style communication, executive coaching and modern presentation training all point to the same practical truth: audiences stay with speakers who sound human. The tone should feel conspiratorial in the best sense, as if the audience is being trusted with useful insight that matters to them. Do now: Replace "performing" with "sharing something valuable with people I respect." What gestures and eye contact make a speaker feel inclusive? Inclusive gestures and balanced eye contact make the audience feel invited rather than targeted. Open palms, calm movement and six-second eye contact create connection without pressure. A useful gesture is the broad, welcoming movement of drawing the audience toward you, as though including everyone in the same conversation. Another is pointing with an open palm rather than a finger. Finger-pointing can feel aggressive, especially in cultures where harmony and face-saving matter. Eye contact should be long enough to be personal, but not so long that it becomes invasive. Around six seconds per person is a practical guideline. Startups, multinationals, universities and sales teams all benefit from this because human attention responds to respectful focus. Do now: Use open hands, inclusive gestures and calm eye contact to lower resistance. Should presenters make fun of themselves? Presenters should use light self-deprecating humour because it reduces status distance and makes expertise easier to accept. The trick is to do it sparingly and naturally. When a powerful leader, professor, executive or technical expert takes themselves too seriously, the audience may admire them but not warm to them. A small joke at your own expense says, "I am human too." That matters in Japan, where humility helps build trust, and in Western markets where authenticity is prized. The danger is overdoing it. Too much self-mockery can look fake, needy or manipulative. The goal is not comedy. The goal is connection. Do now: Add one modest human moment, then return to delivering value. Final summary Being chatty when presenting is not about lowering standards. It is about raising connection. The speaker still needs structure, evidence, energy, gestures, eye contact and clear calls to action. What changes is the relationship with the audience. Instead of standing apart as the expert on the stage, the presenter becomes a trusted guide sharing useful insight with people in the room. For leaders, executives, trainers and salespeople in Japan and beyond, the sweet spot is simple: be serious about the message, but not too serious about yourself. 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" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified across leadership, communication, sales and presentation programs, including Leadership Training for Results. He has written several books, including the 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. Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, hosts six weekly podcasts, and produces YouTube shows including The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews.

    12 min

  4. May 10

    Always Be Selling

    In B2B sales, the real money is often not in the first deal. It is in the follow-up, the reorder, the cross-sell, the upsell, and the referral. Too many salespeople rush off hunting for the next buyer after the contract is signed, leaving serious revenue sitting on the table. Why should salespeople follow up after delivery? Salespeople should always meet the buyer after delivery because that is when satisfaction, problems, and future opportunities become visible. The sale is not finished when the agreement is signed; it is only entering the proof stage. In Japan, where reliability, timing, and quality control carry enormous weight, delivery performance can make or break the relationship. A buyer may have internal customers, supply chain deadlines, storage constraints, or senior managers watching the result. If the product or service arrives late, incomplete, or below expectation, the salesperson needs to know immediately and fix it fast. Do now: Get into the buyer's diary after delivery. Treat post-sale follow-up as part of the sales process, not as an optional courtesy. How does follow-up create more sales opportunities? Follow-up creates more sales opportunities because a satisfied buyer is far more open to repeat business, cross-selling, upselling, and referrals. The buyer has just experienced the reality of what was promised. Salespeople often become so busy chasing new accounts that they miss the warmest opportunity in front of them: an existing client who is happy. In B2B markets, especially in Japan, buyers often begin with a small order to test service quality, response speed, and consistency. If the seller passes that first test, the next order may be larger. Over time, trust compounds. Do now: Ask, "Are there other needs you currently have where we may be able to assist?" That simple question can unlock hidden revenue. Why is Japan a high-trust, high-risk-aversion sales market? Japan is a high-trust sales market because buyers are cautious, detail-focused, and highly sensitive to mistakes that disrupt their own customers. Risk aversion is not a weakness; it is a commercial reality. Compared with faster-moving US startup environments or more transactional markets, Japanese companies often prefer gradual confidence-building. A small first order may be a test of whether the seller can deliver consistently. Procurement teams, department heads, and end users may all be watching for reliability. One logistical failure can damage more than a single order; it can damage the buyer's internal credibility. Do now: Move quickly when problems appear. Speed, apology, correction, and prevention matter enormously in Japanese business relationships. What is the account development matrix in sales? An account development matrix helps salespeople see what they already sell, what they could sell, and where future opportunities exist inside each client account. It turns account growth from guesswork into a visible plan. Across the top, list each client. Down the side, list each product or service. Mark "A" for what you currently supply, "B" for high-probability opportunities, and "C" for lower-probability possibilities. This simple framework exposes how often salespeople get pigeonholed by the buyer, or by their own habits, into selling only one narrow solution. Do now: Before meeting a satisfied client, prepare the matrix. Walk into the conversation knowing what else may genuinely help them. How should salespeople ask for referrals? Salespeople should ask for referrals by narrowing the field, not by asking the buyer to think of everyone they know. A broad question creates mental overload. "Do you know anyone who needs this?" sounds harmless, but it forces the buyer to scan their entire universe. A better approach is specific: "Thinking of your golf group, is there someone who would also benefit from the solution you are enjoying?" That question gives the buyer a clear mental category and real faces to consider. The same works for industry associations, suppliers, business partners, alumni groups, or executive networks. Do now: Ask referral questions that point to a defined group. Make it easy for the buyer to help you. What should sales leaders teach their teams about post-sale selling? Sales leaders should teach that selling continues after the first contract because satisfaction is the gateway to account growth. The best sales teams do not separate closing, delivery, service, and expansion. For SMEs, multinationals, and professional services firms, post-sale discipline is a competitive advantage. The salesperson who checks satisfaction, solves issues, maps account potential, and asks for referrals becomes a trusted partner rather than a one-time vendor. In sectors such as manufacturing, training, consulting, technology, logistics, and B2B services, this approach protects revenue and expands lifetime customer value. Do now: Build post-delivery meetings, account matrices, and referral questions into the sales rhythm. Do not leave them to chance. The first sale is only the starting line. Strong salespeople do not vanish after the agreement; they return after delivery, check satisfaction, fix problems fast, and look for the next useful way to serve the buyer. In Japan especially, where trust, consistency, and risk reduction are central to business, post-sale follow-up is not polite administration. It is strategic selling. FAQs Why is the first sale not enough in B2B sales? The first sale is only enough if the salesperson has no interest in long-term account growth. In most B2B relationships, the first deal proves whether the seller can deliver quality, reliability, and service. When is the best time to ask for more business? The best time to ask for more business is after the buyer has received the product or service and is satisfied. That is when the promise and the reality are closest together. What is the biggest mistake after closing a sale? The biggest mistake is rushing off to chase new prospects while ignoring the existing buyer. That buyer may have repeat orders, other needs, or valuable referrals ready to discuss. How can salespeople ask for referrals more effectively? Salespeople should ask referral questions that focus on a specific group or context. Narrowing the question helps the buyer think of real people quickly. 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" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes. He has written several books, including three best-sellers: Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery. He also publishes daily business insights on LinkedIn, Facebook, and Twitter, hosts six weekly podcasts, and produces YouTube shows including The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews.

    13 min

  5. May 3

    Low Energy Doesn't Work When Presenting

    Low Energy Doesn't Work When Presenting Why does low energy ruin a business presentation? If we do not grab attention and interest at the start, our message disappears. That is the core problem with low-energy presenting. A speaker can be intelligent, prepared, well read, and backed by strong content, yet still fail to leave any memorable impression. When the delivery lacks force, the audience hears the words but does not retain them. When the opening feels ordinary, the talk feels optional rather than compelling. Many business presentations fall into this trap. The presenter covers the material, answers the questions, and gets through the slides. On paper, the job looks complete. In reality, the talk does not create impact. The audience does not feel moved, challenged, surprised, or inspired. There is no sense of wow. The presentation simply fades away. Good is not enough. Competent is not enough. We need another ten degrees of heat. That extra energy changes how the room responds. It changes whether people lean in or tune out. Mini-summary: Strong content alone does not create a strong presentation. Energy and impact decide whether the audience remembers us or forgets us. What does a flat opening do to an audience? A flat opening tells the audience that nothing important has started. That is dangerous, because people arrive with full minds and fragmented attention. They are already thinking about emails, phones, meetings, deadlines, and the internet. If our opening sounds like a continuation of casual chat, we fail to draw a line between ordinary conversation and formal presentation. If the speaker's voice before the talk and at the start of the talk stays at the same level, and the body language also stays the same, there is no signal that the presentation has truly begun. The audience receives no energetic cue to stop, focus, and listen. If the speaker does not change gear, the room does not change gear either. This matters because first impressions are decisive in presenting. We only get a few seconds to secure attention. The audience must quickly feel that something worth hearing is now happening. Without that sharp transition, the message struggles to get into their consciousness. Mini-summary: A weak opening does not just feel dull. It actively prevents the audience from shifting into listening mode. Why do presenters need a stronger opening than they think? Presenters often assume that if they are prepared, the audience will naturally pay attention. That assumption is wrong. The audience does not arrive empty and ready. The audience arrives mentally crowded. Because attention spans are small and distractions are everywhere, we need to break into their awareness with deliberate force. We need a crowbar and a jemmy to get into the audience's full brain. Attention is not given automatically. We have to earn it. Our first words must tell people that the talk has begun, that they should pay attention, and that they should stop whatever mental activity came before this moment. A stronger opening does not mean random loudness or artificial drama. It means intentional design. We need opening words that carry hooks. We need a beginning that creates curiosity, tension, surprise, imagery, or credibility. A presenter who plans this well makes it easier for the audience to grant attention and keep granting it. Mini-summary: Audiences do not hand over attention for free. We must claim it quickly and deliberately through a purposeful opening. What kinds of hooks make an opening memorable? Several practical hooks help a presentation cut through. One option is story. If we lure the audience into a scene, they begin to picture it mentally. That matters because word pictures engage imagination, and imagination increases attention. Another option is a striking statistic. When a number surprises people, it interrupts routine thinking and makes the brain take notice. A third option is a quotation from a famous person. That can add instant credibility and frame the argument with authority. The common principle behind all of these hooks is design. We cannot leave the opening to chance. We must decide in advance how we will get cut through. A presentation opening should never be an accidental warm-up. It should be a calculated intervention. This is particularly important in business settings, where audiences often think they already know what is coming. A well-designed opening disrupts that assumption. It says this talk deserves fresh attention. Mini-summary: Memorable openings rely on deliberate hooks such as story, vivid imagery, surprising statistics, or credible quotations. Planning creates cut through. How do voice, eyes, and body language increase presentation power? Delivery creates physical presence, and physical presence helps capture attention. Five important resources are eyes, voice, gestures, posture, and positioning. These are not optional extras. They are part of the message. Voice comes first because it breaks into audience consciousness fast. When we lift our volume, people stop what they are doing and listen. A stronger voice signals urgency and importance. When we support the voice with a gesture, the overall impact grows. The audience sees and hears our intent at the same time. Eye contact needs precision. We cannot spread weak eye contact across the whole room and expect impact. Instead, we should choose one person near the middle and give that person strong eye contact for around six seconds. Then we repeat that process across the audience. In a large room, that still works because people near the intended recipient often feel included in the gaze. Positioning also matters. If we move physically closer to the audience, we increase immediacy. If the audience is seated and we remain standing, our height adds to presence. That physical advantage can help reinforce authority and focus. Mini-summary: Presentation power comes from coordinated delivery. A stronger voice, targeted eye contact, clear gestures, and purposeful movement make the speaker harder to ignore. Why is it better to start strong than build energy slowly? A good start is easier to continue than trying to build up power gradually. This matters because audiences make early judgements. If we start small, they often categorise the talk as low priority. Once that happens, it becomes much harder to lift the room later. A slow energy build may feel natural to the speaker, but it usually works against audience psychology. People decide quickly whether to commit attention. Because of that, the presenter should begin with enough energy to command the room, then maintain that level throughout the talk. We can vary that delivery with vocal range and pauses, but the baseline energy must stay alive. If a talk starts small, stays small, and finishes small, the entire presentation remains muted, flat, unremarkable, and forgettable. That is the cost of not turning up the inner thermometer. Mini-summary: Starting strong gives the presenter control early. Starting small makes it difficult to recover audience attention later. What practical steps help speakers avoid forgettable presentations? First, we should recognise that audiences are almost comatose when we begin. That does not insult the audience; it reminds us how much competition there is for attention. Second, we should remember that modern attention spans are tiny and distractions are constant. Third, we should actively search for a wow opening rather than settling for a routine start. Fourth, we should marshal every available tool: eyes, voice, body language, gestures, posture, and positioning. Great presenting is not just about words. It is about total delivery. Fifth, we should begin with strength rather than hope to grow into it later. When we apply these actions, we stop treating presenting as a simple transfer of information. We start treating it as a high-impact communication event. That shift changes outcomes. Audiences notice, remember, and respond. Mini-summary: Speakers avoid mediocrity by planning a wow opening, using all delivery tools, and maintaining strong energy from start to finish. About the Author 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, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written 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. His works have also been translated into Japanese, including 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 wa Yamemashō), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).

    11 min

  6. Apr 26

    Educational Trends Not Matching Industry Needs

    Educational Trends Not Matching Industry Needs Why does Japan's education system still look strong on basics but weak on industry alignment? Japan's education system remains highly effective at teaching reading, writing, and arithmetic. That foundation is not the issue. The deeper issue is the growing mismatch between what industry needs and what the education system continues to produce. Because the system still rewards predictable academic performance, it keeps feeding students into established pathways rather than preparing them for a changing labour market. This is a structural gap, not a minor adjustment problem. Japan built a highly efficient machine for standardisation, progression, and exam performance. That machine still works well on its own terms. The problem is that business now needs people who can think, adapt, innovate, and create value in uncertain conditions, while the education system still prioritises passing the next gate. Mini-summary: Japan still succeeds at foundational education, but success on basics does not mean success in preparing people for modern work. Because the system prizes progression over adaptability, the gap with industry needs continues to widen. How does the education escalator shape student behaviour and career outcomes? Japan's education and employment path can be understood as an escalator. If students enter the right elementary school, they can move to the right middle school, then the right high school, then the right university, then the right company. Because each stage connects to the next, families invest early and heavily in keeping children on that path. This escalator creates discipline, predictability, and social order. It also creates pressure to conform. Students and parents focus on getting into the correct institutions because the long-term rewards appear to depend on those decisions. The result is a system that values endurance and performance inside existing rules rather than curiosity outside them. That cause and effect matters for business. When people spend years learning how to advance through a narrow sequence of tests and credentials, they become highly skilled at compliance and persistence. They do not automatically become skilled at questioning assumptions, exploring alternatives, or generating new ideas. Mini-summary: The escalator model rewards getting into the right institutions and staying on track. Because advancement depends on fitting the system, students develop conformity and endurance more than creativity and independent judgement. What does cram school culture reveal about the values driving the system? A vivid example is a week-long training camp for sixth-year elementary students preparing for middle school entry. The details are stark: headbands, relentless testing, group study, adults shouting abuse, harsh rebukes, slogan chanting, and a highly commercial operation that generated more than $2 million in a week. Because parents believe the right school placement is critical, they accept extreme preparation methods and high costs. This example reveals several values at work. First, effort is glorified. Second, pressure is normalised. Third, rote learning and exam technique remain central. Fourth, emotional intensity is treated as a legitimate way to toughen children for competition. This atmosphere can even be linked to martial training and to the way some companies later discipline staff. The point is not only that the system is strict. The point is that strictness is organised around exam success, not around cultivating judgement, imagination, or problem-solving. Because the reward structure centres on entry into the next institution, training providers focus on what gets measurable results inside that framework. Mini-summary: Cram school culture shows how deeply exam success shapes parental choices and student experiences. Because the system rewards test performance, pressure and rote methods remain commercially and socially accepted. Why has rote learning remained dominant despite concerns about creativity and innovation? Rote learning and exam technique often continue from childhood through the start of university. That continuity matters because it shapes habits of mind over many years. Students learn to memorise, repeat, and perform rather than analyse and create. Because those methods help students move through the education pipeline, the system keeps reproducing them. Japan did try a different direction through yutori kyoiku, or relaxed education. The aim was to move away from pure rote learning and encourage analysis, thinking, and creativity. But the experiment did not last. Poor results on standardised international tests triggered a backlash, and the reform was discarded. That reaction exposes a core contradiction. If the national goal is creativity and innovation, then measuring success mainly through standardised tests pushes the system back towards standardisation. Because the measure favours the old model, reform that seeks different outcomes struggles to survive. There is also a more modern challenge. In the internet age, factual recall is less valuable than it once was because information is widely accessible through search engines. If knowledge can be found quickly, then the real competitive advantage shifts towards interpretation, judgement, communication, and innovation. Mini-summary: Rote learning remains dominant because it still helps students pass through the system and because reform was judged by measures that favoured the old model. In a search-driven world, that creates a dangerous lag between education and real work needs. What happens at university and why does that matter for employers? University is often a weak link in the talent pipeline, except for very specific career tracks such as medicine, elite bureaucracy, or jobs tied to national exams. Outside those paths, undergraduate life is often unusually leisurely. On top of that, demographic decline means barriers to university entry are falling as institutions compete for survival. Because youth numbers are shrinking, entry becomes easier. Because entry becomes easier while academic demands remain limited in many cases, graduation can lose signalling value. The challenge is no longer only access to university, but also what university genuinely contributes to work readiness. For employers, this matters directly. If universities are not consistently producing graduates with strong creativity, practical skills, or business-relevant abilities, then firms inherit a weaker starting point. That was less dangerous when companies invested heavily in internal development. It becomes much more dangerous when firms no longer provide that same training depth. Mini-summary: University may be becoming easier to enter and easier to complete, but that does not mean it produces stronger talent. Because academic progression can outpace capability development, employers face weaker preparation among new recruits. Why are Japanese companies less able to fix the skills gap themselves? Japanese companies historically did not depend heavily on academic institutions to prepare employees. That made sense under lifetime employment. Because people stayed for the long term, firms could invest in training and later capture the return. That arrangement has weakened. The "lost decade" cut deeply into in-company education, and many training budgets never came back. Instead, firms leaned on on-the-job training, but that was never enough to fully replace systematic development. Because companies reduced formal investment, capability building became thinner over time. Now another pressure is rising: job mobility. The old social contract between company and employee is weakening, while demographic change is making young workers scarcer. Because younger talent will be in short supply, they will gain bargaining power and move more freely for better opportunities. They will resemble baseball free agents switching teams for a better deal. This creates a double problem. Education is not producing what employers need, and employers are not training as comprehensively as they once did. At the same time, people are more likely to leave before firms can recover training investments. Mini-summary: Companies used to compensate for education gaps through long-term training, but that model has weakened. Because budgets fell and mobility rose, firms now face a sharper talent risk from both ends. What is the long-term business risk and what should leaders do now? The central warning is blunt: Japan's educational ladder is up against the wrong wall. The future of work will demand different skills, knowledge, and abilities from employees over the next twenty years. The current education system will not produce those capabilities at the level companies need. That means leaders cannot wait for public reform. There are too many vested interests keeping the current system in place, so change will be slow. Because systemic reform is unlikely to arrive quickly, business leaders need to rethink their assumptions, strategies, plans, and targets now. The practical challenge is clear. Companies that prepare early for the coming war for talent will be in a stronger position. Preparation means questioning inherited assumptions about recruitment, training, retention, and capability building. It also means facing the possibility that yesterday's model of education-to-employment progression no longer matches tomorrow's business reality. Mini-summary: The risk is not abstract. Japan may produce fewer recruits with the capabilities companies need, while firms also struggle to develop and retain them. Leaders who prepare now will be better placed to compete in the coming talent battle. About the Author 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

    15 min

  7. Apr 19

    Buyer Style Knowledge Is Key

    Buyer Style Knowledge Is Key Why is buyer personality style more important than national culture in Japan business communication? When many of us think about doing business in Japan, we immediately focus on cultural differences between Japan and the West. That makes sense, because Japan does have distinct cultural patterns. However, buyer personality style often matters more in the actual communication moment than broad national culture. Cultural factors create the base layer. On top of that, there are individual differences in how Japanese buyers think, decide, communicate, and respond. Because those personality-style differences directly affect meetings, negotiations, and relationship building, they often have a greater impact on business outcomes than general cultural assumptions. If we rely only on "Japanese culture" as our guide, we can miss what is really driving the buyer's behaviour. The practical implication is simple. We are unlikely to change our own core personality style, and we are certainly not going to change the buyer's style. What we can change is our communication style. Because communication is flexible, we can adjust our approach to fit the person in front of us. Mini-summary: National culture matters, but personality style often has more influence in real business conversations. Because of that, flexible communication becomes a major advantage. How can we understand buyer personality styles through a simple two-axis model? Buyer style can be understood through two intersecting axes. The first is a horizontal axis based on assertion. On one side are people who are low in assertion. They speak quietly, keep a low profile, do not openly state strong opinions, and spend more time observing than acting. On the other side are highly assertive people. They express opinions strongly, speak with vigour, and can come across as pushy, loud, or aggressive. This horizontal axis helps us quickly estimate how directly someone is likely to communicate. In first meetings, this is often one of the easiest signals to notice. Tone, pace, volume, and directness all reveal where the person may sit. The second is a vertical axis based on people focus versus outcome focus. At the top are people who care strongly about others, feelings, and human considerations. They refer to the impact on people when making decisions. At the bottom are individuals who are highly outcome-driven. They focus on results, numbers, and key performance indicators. For them, performance matters more than how people feel during the process. Because these two axes cross, they create a practical way to interpret buyer behaviour. A person may be assertive and outcome-driven, or quiet and people-oriented, or assertive and highly social. This matters because each pattern requires a different communication style. Mini-summary: The model uses assertion and people-versus-outcome focus to explain buyer behaviour. Because these dimensions are easy to observe, they give us a practical guide for adapting our communication. What is a Driver personality type in Japan business? A Driver sits high on assertion and high on outcome orientation. This style often cuts across typical expectations about indirect Japanese communication. These buyers are more direct than many other Japanese counterparts. Drivers are often founders or business owners. They treat time as extremely valuable, so they do not want extended small talk or ceremony before getting into business. They want to move quickly, get to the core issue, and make decisions without delay. Because they are busy and time-poor, they respond well to efficiency and decisiveness. This style can be a major advantage for speed. A Driver may decide on the spot without consulting others, which is different from the slower consensus-building process that many people associate with decision-making in Japan. However, there is also a risk. If they say no, that decision can be final. There may be little room to revisit or reopen the discussion later. This means the communication burden is on us to be sharp, relevant, and outcome-focused from the beginning. If we waste time or wander into relationship talk that does not serve their goal, we may lose momentum and credibility. Mini-summary: Drivers are assertive, direct, and strongly focused on results. Because they value speed and outcomes, they often make quick decisions, but their rejection can also be final. How should we communicate with Driver buyers? We need to make a clear behavioural adjustment when speaking with Drivers. We should raise our vocal energy and increase the strength of our body language. A flat or hesitant presentation will not match their pace. They expect confidence. We should also get straight to the point. Rather than circling around the topic, we should tell them what they should do and give three good reasons why that course of action makes sense. Because they care about outcomes, our message should focus on results, delivery, and practical gain. What should we avoid? Drivers do not want relationship-building for its own sake. They do not want tea, extended rapport rituals, or unnecessary detail that delays action. They want to know whether we can produce the result they need. If the answer is yes, they are ready to move. If the answer is unclear, interest drops quickly. Because of this, clarity matters more than charm. Speed matters more than ceremony. Strong recommendations matter more than vague discussion. Mini-summary: With Drivers, increase energy, be direct, and focus on results. Because they prioritise speed and outcomes, communication should be concise, confident, and commercially relevant. What is an Amiable personality type and why does it require a different approach? The Amiable style sits low on assertion and high on people orientation. This is almost the opposite of the Driver. Amiables want warmth, trust, and relationship comfort before they commit to business. That is why it makes sense to start with a cup of tea and get to know each other first. These individuals tend to speak quietly, use less energetic body language, and prefer listening to dominating the conversation. Their communication is softer and more considered. They are also slower to decide, because they want to make sure everyone will be comfortable with what happens next. In organisational settings, Amiables often play an important stabilising role. They are the glue of the organisation. After a difficult meeting, especially one dominated by hard-driving personalities, they may be the ones who check on others and restore harmony. Because their focus is on people, emotional safety and group acceptance matter. A hard push for action may create resistance. A human-centred explanation works better. Mini-summary: Amiables are quiet, relationship-oriented, and careful decision-makers. Because they care about harmony and people's feelings, trust-building becomes essential. How should we communicate with Amiable buyers? When speaking with Amiables, we need to do almost the reverse of what we would do with a Driver. We should lower our voice, reduce our visible energy, and create a calmer atmosphere. Fast, forceful communication may feel overwhelming to them. We should also emphasise how people will feel about the decision we are proposing. That means explaining the human benefits, not only the commercial outcome. If a decision will support the team, make people more comfortable, or reduce internal friction, those points should be highlighted. This approach works because Amiables do not separate decision-making from relationships. Trust and comfort are part of the decision. If they do not feel secure with us, progress slows. If they do feel understood, cooperation becomes much easier. Mini-summary: With Amiables, speak more softly, reduce pressure, and stress the people impact. Because trust and harmony shape their decisions, the relationship matters before the transaction. What is an Expressive personality type and how do they respond? The Expressive style is assertive like the Driver, but more people-oriented. These individuals often tell jokes, smile frequently, bring a lot of energy, and enjoy social settings. They are commonly found in roles such as sales, training, or acting, where energy and interaction are part of success. Expressives love the macro view. They are future-focused, idea-rich, and excited by possibility. In a meeting, they may grab a marker and start brainstorming on the whiteboard immediately. They are interested in vision, momentum, and what could be achieved next. Because they are enthusiastic and socially engaged, they often invite others into dinners, parties, and events. Relationship-building is important to them, but not in the careful, quiet way of the Amiable. For Expressives, connection is energetic, expansive, and imaginative. The challenge is detail. They tend to dislike petty detail, and for them much of the detail feels petty. Salespeople often dislike post-call CRM updates even when marketing wants precise data. That captures the style well: the big idea excites them, but the administrative detail drains them. Mini-summary: Expressives are energetic, social, and future-focused. Because they care more about vision and momentum than detail, communication should be lively and big-picture. How should we communicate with Expressive buyers? To connect with Expressives, we should increase our own energy and be ready for a more social rhythm. These buyers respond well to enthusiasm, spontaneity, and broad directional thinking. A stiff, over-structured approach can lose them. We should talk about the big picture, the future, and the exciting possibilities ahead. Rather than drowning them in evidence and data, we should give them a compelling overview that matches how they process information. Detail-heavy communication can reduce engagement quickly. This does not mean facts are irrele

    14 min

  8. Apr 12

    Entrepreneur Top Requirements

    What do entrepreneurs really need beyond cash flow and capital? Most entrepreneurs start by thinking success depends on money. Sufficient cash flow and capital matter, but they are not the deepest drivers of business success. They are the result of earlier decisions. Because of that, we need to look further upstream and identify the capabilities that produce better decisions in the first place. For most businesses, technology alone does not create success. That might happen in rare cases, but most entrepreneurs still need strong human capability. The three core requirements are mastering time, cloning ourselves through others, and becoming persuasive. This matters because business owners often focus on visible outcomes instead of invisible causes. When we focus only on revenue, capital, or resources, we can miss the behaviours that generate those results. The real leverage comes from how we work, how we build others, and how we influence people. Mini-summary: Money matters, but it sits downstream from better decisions. Entrepreneurs win by mastering time, multiplying themselves through delegation, and persuading others effectively. Why is time the highest-value resource in a business? Time is more valuable than money because it directly shapes business performance. How we spend our time can make or break the business. Because time is fixed and cannot be recovered, poor control over it creates inefficiency, wasted effort, stress, and missed opportunities. Entrepreneurs often try to do too much. That behaviour feels productive, but it usually produces overload rather than progress. When we take on everything ourselves, we become run ragged by endless demands and lose the ability to focus on what matters most. The result is movement without momentum. We need to stop treating busyness as a badge of honour. Constant activity is not the same as effectiveness. If our schedule is full of low-value actions, then we are spending our most precious resource badly. That weakens the business over time because important work gets delayed while urgent distractions take over. The underlying message is simple: unless we control time, time controls us. When that happens, we lose strategic clarity, execution discipline, and personal sustainability. Mini-summary: Time is the entrepreneur's highest-value resource because it shapes every result. When we misuse time, we create stress, waste, and missed opportunities instead of progress. How can entrepreneurs audit their time and reset priorities? The first practical step is a time audit. Create a spreadsheet and track time usage in 30-minute blocks for a week. This exposes reality. Many entrepreneurs think they know where their time goes, but the result will probably come as a shock. After the audit, make a ranked list of what only you need to do. This list should be ordered by importance, not by convenience or habit. Then compare the real audit with the ideal priority list. Because the two usually do not match, the gap reveals where the entrepreneur is losing control. This comparison is powerful because it removes self-deception. It shows whether we are spending our days on high-value decisions, leadership, and growth, or whether we are drowning in reactive work. Once we see the mismatch clearly, we can begin to correct it. A useful mantra is: "I can't do everything on this list everyday but I can do the most important thing". That shifts focus from unrealistic ambition to disciplined prioritisation. Each day, we should reorder the list, identify the number one priority, and complete it first. Then move to number two. If something urgent changes the situation, then re-rank the list and continue to attack the highest-value item first. Mini-summary: A weekly time audit exposes where time really goes. A daily priority reset then helps entrepreneurs move from reactive busyness to focused execution. Why do entrepreneurs struggle to delegate? Busyness is directly linked to poor delegation. When we do not have trusted people around us, we cannot transfer responsibility. Because we do not delegate well, we stay overloaded. Because we stay overloaded, we never find the time to develop others. This creates a painful cycle. That cycle traps the entrepreneur like a rat on the treadmill. The business then suffers in predictable ways. Projects stagnate. Important tasks never start. Details fall through the cracks. The owner becomes the bottleneck, and the organisation loses leverage because everything depends on one person. There is also a personal cost. Chronic overload can damage health. Stress is not only a productivity issue; it is a sustainability issue. When an entrepreneur refuses or fails to build trusted support, the business and the person both pay the price. The deeper problem is not a lack of desire to delegate. It is often a lack of method. Many leaders either hold on too tightly or dump work carelessly. Neither approach develops capable people. Mini-summary: Entrepreneurs struggle to delegate because they lack trusted people and a clear method. That creates a cycle of overload, stalled projects, and long-term stress. What is the right way to delegate and develop key people? Do not dump tasks on people and hope for excellent work. That is fantasy. Effective delegation requires communication, ownership, and follow-through. First, meet with the delegatee and explain the task in a way that connects with their growth and success in the business. This matters because people commit more strongly when they can see how the work helps them, not just how it helps the boss. The conversation should focus on their interests, not only ours. Second, help them lead the design of how the task should be done. That creates ownership. When people shape the approach themselves, they become more engaged and more responsible for the outcome. Delegation then becomes development, not simple work transfer. Third, monitor milestones to make sure they stay on track. Delegation is not abandonment. It needs active oversight without smothering control. Finally, praise people during the process, not only at the end, and celebrate completion when the task is done. Because better time control creates space, entrepreneurs can invest that space in training key people. That training increases trust. Increased trust improves delegation. Better delegation then creates more leverage and more time. This is the positive cycle we want to build. Mini-summary: Good delegation connects work to personal growth, builds ownership, tracks milestones, and recognises progress. Done well, it multiplies the entrepreneur through the team. Why is persuasion essential for entrepreneurs? Entrepreneurs need to influence investors, potential new staff, valuable existing staff, and clients. All of these groups decide whether to support us, join us, stay with us, or buy from us. Because of that, persuasive ability is not optional. If we are unclear and unimpressive as speakers, people struggle to believe in us and follow us. Force is not a good substitute. A tyrant may get compliance for a while, but that is not the same as commitment. Communication that attracts, reassures, and inspires works better than communication that intimidates. Honey does better than vinegar. People respond more positively to leaders who can connect well, explain clearly, and inspire belief. Persuasion is therefore a strategic business skill, not a cosmetic extra. We should not expect to figure this out alone. Training matters. There is already a great deal of knowledge about what works in speaking and presentation. If we invest time in learning those skills, we can lift our ability to influence others dramatically. Mini-summary: Persuasion matters because entrepreneurs must win belief from investors, staff, and clients. Clear, inspiring communication creates stronger followership than force or vague messaging. How can entrepreneurs become more persuasive? There is no excuse today for failing to become more persuasive. Knowledge and experience about effective speaking are widely available. The barrier is not access. The barrier is willingness to invest the time. That point connects back to time mastery. If we do not control our schedule, we will never make room for the training that improves our influence. But once we get time under control, we can develop speaking ability with intention. The High Impact Presentations course is recommended as the Rolls Royce of presentation training. The promise is clear: with focused investment, entrepreneurs can join the elite levels of persuasion power in two days. Whether we take that exact course or not, the message remains the same. Persuasive ability can be trained, improved, and applied. The broader conclusion is that entrepreneurial success rests on disciplined use of time, deliberate development of others, and the ability to inspire people. These are not soft extras. They are the core drivers that turn effort into results. Mini-summary: Entrepreneurs become more persuasive by making time for training and improving their speaking method. Persuasion is learnable, and it strengthens every important business relationship. About the Author 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, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written 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. His works have also

    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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