40 episodes

The Japan Business Mastery Show aims to draw back the velvet curtain on what is rerally going on with doing business in Japan. Everything is so different here it can be confusing. This show will take you through all those minefields and position you for success in this market.

The Japan Business Mastery Podcast By Dale Carnegie Training Japan Dr. Greg Story

    • Entrepreneurship

The Japan Business Mastery Show aims to draw back the velvet curtain on what is rerally going on with doing business in Japan. Everything is so different here it can be confusing. This show will take you through all those minefields and position you for success in this market.

    39: The Critical 3 E's For Speakers

    39: The Critical 3 E's For Speakers


    • 10 min
    The Critical 3 E's For Speakers

    The Critical 3 E's For Speakers

    Clearly not everyone should be a presenter.  We don’t need higher levels of boredom or disinterest than we have already. If you are a contributor to this mess, please sit back down and remain in the audience from now on. However, we can all learn to become competent and better presenters.  This is “nurture” not “nature” in action.  The key point is your motivation, why are you doing this?
    Are you a thruster, an egotist, a narcissist, a dilettante or someone with a valuable message you wish to share with others? If it is the latter case then keep watching.  The rest of you, well goodbye and good luck.
    Dale Carnegie pioneered business public speaking when he launched his first course in 1912.  He proffered the 3Es as a solid requirement before we contemplate being a speaker and it still applies today.  Those Es are “earned the right”, “ excited” and “eager” to present.
    We have earned the right to speak to others about our subject because we have studied the subject and we have relevant experience.It is not limited to our direct experience, because we could be drawing on the experience of others.  We should be a subject matter expert with formidable knowledge on a particular topic.  We have been reading expert opinion and doing research on this subject, absorbing the key points and making them relevant to the business community to whom we are speaking.  We must remain current because for sure, there will be members of our audience who are likely to be highly informed.  As we know, everyone has instant access to everything today.  While we are speaking, they can quickly go on-line and search for references to check facts, situations and people.  We do this ourselves don’t we! 
    We need to draw on more than our own individual experience and that is where the exploits of others, particularly famous individuals, lends credibility to the story we are telling and the points we are making.  People remember stories, but they don’t recall disjointed facts and data for very long.
    Being excited to present because we have positive feelings about our subject is a another vital prerequisite for success.Watching the global head of a huge resources company give a presentation on what they were doing, but conducted without the slightest sense of excitement for the topic, was a brutal, ugly experience.  The slides were fine, the speaking speed was good, the flow was logical, he was well appointed, his shoes were mirror shined.  It was just horrible.  Actually awful because it was so bland, so devoid of any passion for the subject.  It was “painting by numbers” for someone thrust into the role of global representative for the company.  He destroyed his personal brand on the spot and was banished to the barren landscape of forgettable speakers. He failed the other test, which is to be eager to project the value of his talk to his listeners.He was wooden, robotic, boring, passionless and insipid.  There were no take-aways for our businesses, no lessons from the front line, no war stories of bloody business failure and final big bonus redemption.  The speech had no hero’s journey – there was just an hour of passed time, dull and devoid of all life forms instead.  Let’s do our analysis of our audience and understand what will be of value to them and then provide it. Do us all a favour – bulk up on the 3Es before you speak.  And if you do, then you will project a highly positive professional image to your audience for your brand, company and yourself.  And that is what we all want isn’t it!

    • 10 min
    38: The Best Kept Secret In Sales

    38: The Best Kept Secret In Sales

    Sale’s solutions are what make the business world thrive.  The client has a problem and we fix it, our goods or services are delivered, outcomes are achieved and everybody wins.  In a lot of cases however these are only partial wins.  Problems and issues are a bit like icebergs – there is a lot more going on below the surface than can be spotted from the captain’s bridge.  The salesperson’s role is to go after the whole iceberg and not just the obvious bit floating above the waterline.
    The standard sales interview is based on two models comprising the outer circles surrounding a bull’s-eye.   The extreme periphery is the “telling is selling” model.  The second model, the inner circle adjoining the bull’s-eye, is the solution model of providing outcomes that best serve the client, based on what the client has understood is their problem.
    Mentally picture our big red bull’s-eye at the center of a series of concentric circles.  Stating the features of a product or service is the first level, the very outer circle.  Our solutions constructed around what the client knows already is the next inner circle. The highest level is providing solutions for problems that the client isn’t even aware of yet. 
    A truly magical client statement would be: “Oh, I hadn’t thought of that or allowed for it!”.  Anytime we have been a buyer and have uttered those words to ourselves, as a result of insight from the salesperson, we have experienced a major breakthrough in our world view.
    A salesperson has an outside perspective, untainted and pure.  There is no inner veil obscuring the view, no preconceived notions or ironclad assumptions clouding judgment. Ignorance allows us to question orthodoxy in a way that insiders can’t because of inertia, groupthink, company culture or the internal politics of the organization.
    When salespeople serve numerous clients, be it in the same industry or across industries, they pick up vital strategic and tactical commercial intelligence.  Researching various client’s problems, experiences, triumphs and disasters is valuable – but only if you know how to process the detail.
    How can salespeople get that skill?  Some ways salespeople can provide over-the-horizon value include being highly observant.  Take what you have seen working elsewhere for one client, in a different company or industry and then apply it for your current client
    Another way to get that skill is to do practical research.  Based on what you already know, build up a point of view on an industry, check it against what your clients are telling you (or conduct company surveys). 
    Action Steps
    Look for what is working for one client to apply to clients in another industry Keep good records of insights so you can deploy them when needed Don’t be afraid to ask “stupid” questions Look for every opportunity to differentiate yourself by providing unmatched value through insights  

    • 9 min
    37: Reduce Stress

    37: Reduce Stress

    Here are some working habits that we can adopt to minimize worry, fatigue and potential stress induced ill health:
    Clear your desk of all papers except those relating to the immediate problem at hand. The reason we have all that paper around us is we are filing it on our desk.  TRAF it instead.
    Toss it away.  Whenever I look in my physical files, I always notice that there is a lot of paper which I never look at and never need.  Years go by and I never needed it.  In fact, I have usually completely forgotten I even had it in the first place. So let’s toss it out early rather than later.
    Refer it to someone else for action.  This is Delegation 101, but most of us are weak on the delegation front, mainly because we don’t do it the right way.  Normally, we say dumb things like, “It will be quicker if I do it myself”.  Instead, we need to have a proper conversation with the delegatee on why doing this task is in their interest and map out the follow-up process.  We need that conversation so we get their buy-in.  If we get that ownership, then we can hand over responsibility, lighten our load and move to a “monitor only” mode.
    Action it.  Either we knock it off right there and then, if we can do it in under two minutes or we should park it and add it to our To Do list, prioritized for a later time.  To do it later, go to your diary, find the day when you will be able to do it and make an appointment on that day with yourself, to devote to completing that task. 
    File.  Before you take the plunge and file it, ask yourself if you really, really need this information?   Maybe you only need a small part of it, in which case take a photo of it or get that bit into Evernote or some similar alternative.  You might scan the document and file it electronically and eliminate the physical record completely. 
    Do things in the order of their importance. Major insight - not all bits of paper have the same value!!!  Prioritising work is a must.  We can’t do everything but we can do the most important things.  We just need to decide what they are and start there.  We keep moving the paper around our desk, as we grapple with what to do with it all.  The sheer volume starts to weigh on us and we have trouble sorting the numerous sheaves littering our desk.  A quick sort into two piles of high and low priority will soon having your eyes occupied with only the most important items rather than drowning in paper.
    Learn to organize and delegate responsibility. This is similar to Refer except that with expert delegation the task never arrives on your desk in the first place!  You head it off at the pass, and make sure it is re-routed to the delegate first.  Our job is to discuss the task with the delegatee before they start work on it.  Monitor their work to make sure they are on track and then let them do it – don’t buy it back under any circumstances.  We also need to inform others in the team, that from now on the delegate and not you, need to see all the information on the topic.  Get helpful team members to stop copying you in on every related email (and all the other irrelevant emails they copy you on in as well!).
    Don't keep putting off problems. Having said that though, there is both positive and negative procrastination.  Deciding not to do something now may be the best choice.  We just need to be aware that this is what we are deciding.  Negative procrastination is not doing something we should, when we should be doing it, because we are immobilized through fear of making a decision. When you have a problem, solve it then and there, if you have the facts necessary to make a decision.  As the saying goes, “if you have to swallow a frog, do it in one gulp!”.
    None of these ideas will be news to any of us.  We know all of this, but we just don

    • 10 min
    36: How To End Your Speaker Nerves

    36: How To End Your Speaker Nerves

    When we feel fear, our psychological fight or flight response provides energy to our major muscle groups in the chest, arms and legs.  This is great energy to tap, in order to bring our belief and our passion to our messages.  Speakers who look tired, bored or uninterested, are not going to be persuading anyone of anything, ever.  So we should accept that fear is part of the process of public speaking. 
    I read that Frank Sinatra felt fear every time before he performed.  He always worried that the first note would not be there.  Once he got going however, he could relax and enjoy the process.  That applies to us as well – we have to get that first couple of minutes settled down and then we can relax and enjoy the opportunity to help the audience through providing our message or our valuable information.  Fine, but just how do we do that?
    Here are some do’s and don’ts. 
    Don’t put unbelievable pressure on yourself by trying to memorise your talk.Do have some key points you can elaborate on though and have them in a logical sequence, that will be easy for an audience to follow.   
    Don’t spend all of your preparation time putting together the slide deck.Do allocate time for rehearsal.  The amount of time spent before our speech is the key to success.  Incredibly, most people spend no time rehearsing and wonder why presenting is stressful.  Ideally, watch yourself on video if possible, if not then use a mirror and record the audio on your phone, so you can review how you sound.  Rehearse as you will give it, looking at all parts of the room, gesturing, using voice modulation, inserting pauses etc., while talking to your imaginary listeners.  
    Don’t look down at your notes or laptop screen for too long though.Do look at the people in your audience and make eye contact with individuals, one by one, so you can speak directly to as many people as possible.   
    Don’t do that though with audience members who are scowling, doubtful, unhappy, angry, negative, cynical or sneering.  Do ignore them completely and look for the audience members who are nodding, smiling, agreeing and look either supportive or at least neutral.  This will help to maintain your confidence and equilibrium.
    Don’t be thrown by anything unexpected - the show must go on.So unless it is an emergency and we have to leave the building, keep going no matter what.  Tap into your energy and work with it, rather than try and fight it.  

    • 8 min
    35: Principled Sales

    35: Principled Sales

    Here are four principles for helping us all to become better with our clients.
    Become genuinely interested in other people Our buyers are actually more interested in what we know about what they want, than in what we know about our product or service.  It is a common mistake though to be wrapped up in the features of our offering and lose focus on the person buying it and what they want. 
    The key word in this principle is ”genuine”.  Having a correct kokorogamae or true intention, means we will be honestly focused on understanding the client so that we can really serve them and build a partnership.  We must be fully focused on their success, because wrapped up inside that outcome is our own success.
    Talk in terms of the other person’s interests Salespeople have a nasty habit of selective listening and selective conversation around what they want to talk about.  Their kokorogamae is centered around their interests and the buyer’s interests are secondary.  Sales talk is a misnomer - there is no sales talk.  There are well designed questions and there are carefully crafted explanations around solution delivery, which are tightly tied to what the buyer is interested in. 
    Salespeople love to talk, they love the sound of their own voice and they become deaf to the client, often without even realising it. 
    Be a good listener. Encourage the other person to talk about themselves Good listening means listening for what is not being said, as well as what we are hearing.  It means not pretending to be listening, while we secretly think of our soon to be unveiled brilliant response.  It means not getting sidetracked by a single piece of  key information, but taking in the whole of what is being conveyed.  It means listening with your eyes – reading the body language and checking it against the words being offered. 
    Talkative salespeople miss so much key client information and then scratch their heads as to why they can’t be more successful in selling.  Well designed questions from the salesperson keeps the whole thing on track and allows the client to speak about themselves at length.  In those offerings from the buyer we learn so much about their values, interests, absolute must haves, their desirables, their primary interests and their dominant buying motives.
    Arouse in the other person an eager want This is not huckster, carnival barker manipulation.  This is becoming a great communicator, someone who can arouse passion and enthusiasm in others.  Sales is the transfer of enthusiasm, based on the salesperson’s belief in the “righteousness” of doing good, through supplying offerings that really help the buyer and their business. 
    One of the biggest barriers to success in sales is client inertia.  They keep doing what they have always done, in the same way and get the same results. 
    We have to help them overcome their fears and persuade them to take action.  In Japan there is a penalty for action if something fails and less of a penalty associated with inaction, so the bias here is to do nothing.  Having a need and taking immediate action are not connected in the client’s mind, until we connect them.  We have to fully explain the opportunity cost of no decision, no action or no response to our proposal. 
    We achieve all of this by using well thought out questions, which lead the buyer to draw the same conclusion that we have come to – that our offering is what they need and that they need it right now. 

    • 10 min

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