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  • 348 Open The Kimono Leaders

    348 Open The Kimono Leaders
    2025/04/21
    The supervisor has super vision. The leader knows more. The captain makes the calls. The best and the brightest know best. The cream rises to the top. We accept that there will be leaders either our “superiors” or “the first among equals”. We put leaders up on a pedestal, we expect more from them than we expect from ourselves. We judge them, appraise them, measure them, discuss them. When you become a leader what do you find? There are rival aspirant leaders aplenty waiting in the wings to take over. They have the elbows out to shove the current leader aside and replace them. Organisations seem to be stacked with politicians who are excellent at ingratiating themselves with the higher ups and climbing over the bodies of their rivals to get to the top. Their political nous seems to be in inverse proportion to their lack of real leadership ability. Given we have much flatter organisations today and the correspondent pressure to do more faster and better with less, the pressure on leaders is at an all time high. The super leader is bullet proof, never makes a mistake and sums up the situation perfectly. They are also a pain to work for. Followers don’t deal well with perfection. This is mainly because it is fake, because no one is perfect. It is a leader charade, a marketing effort, a clever attempt to maintain their position power. We never feel close to people like that, because there is no way in for us to be close to them. They are always separated from us by their self important self-image. We cannot identify with them because while they project they are perfect, we are only too aware of our own failings. We don’t like perfect people because they make us feel inadequate and uncomfortable. They seem nothing like us, so there is felt to be very little in common. The irony is that as leaders, the less perfect we try to project ourselves, the more effective we will be in winning over followers. Yes, absolutely, we have to be competent, but we don’t have to be perfect. We have the have the goods but we don’t have to be a pain. By admitting our foibles and failings, we provide a way in for our followers to identify with us. When your basic premise is “I am perfect”, then you have to invest a lot of energy in backing that claim up and maintaining the perfectly assembled facade. On the other hand, you can say I am imperfect, but I still bring plenty of value to my followers and the organisation. You are confident enough to say you are not Mr. or Ms. Perfect. People lacking in confidence often try to appear something they are not, because they are not confident to show others their weaknesses. I was exactly like that for a very long time. When I was younger, I thought I had to be the best, brightest, smartest, toughest, quickest and the hardest worker. I thought all of this was necessary, because I didn’t know how to be vulnerable. I was raised in a typical Aussie macho environment in Brisbane, where men had a clearly defined role and weakness wasn’t any part of it. How about your case? As you move through your career you meet leaders who don’t make any claims about how great they are and their teams love them. They don’t strut around trying to prove they are the best and they just get on with helping others succeed. They are comfortable within their own skin and having nothing to prove to anyone. They get the job done like a duck on water. Above the surface it looks like they are just gliding along, without any effort being made, while the legs are working away under the waterline. The previous Mayor of Yokohama Fumiko Hayashi was relating a story about her time as a manager in BMW. She was unafraid to appear less than perfect, to encourage the men working for her to help her achieve the firm’s goals. She later became president of BMW, Tokyo Nissan Auto sales and the Daiei supermarket chain - all bastions of male management. She was able to project her vulnerability and yet succeed in a male dominated Japan business world. I don’t think this had anything to do with the fact she was a woman. I can think of another example right now of another extremely successful Japanese woman, who just projects ice in the veins, vicious, steely, killer toughness. The out-machoing the men in the room way to the top. This domination approach is one way of doing it and I have worked for plenty of men like that. I never liked them, respected them or was motivated by them. I thought they were jerks. Hayashi san however was able to be vulnerable and get others to help her and this is the lesson we can all learn. By being able to be vulnerable, we establish a relationship with our team where they feel comfortable. They still respect our ability, experience, dedication, hard work and our focus on helping them to succeed. None of that goes away just because we don’t go around projecting we are superman or superwoman. So let’s be confident and vulnerable at the same time. If we do that, gathering ...
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    11 分
  • 347 Roots of Poor Customer Service

    347 Roots of Poor Customer Service
    2025/04/13
    Poor customer service really irritates us. When we bump into it, we feel betrayed by the firm. We have paid our money over and we expect excellent customer service to come with the good or service attached to it. We don’t see the processes as separate. In this Age of Distraction, people’s time has become compressed. They are on the internet through their hand held devices pretty much permanently. We all seem to have less time than before, so we become cross if things from the internet don’t load or load too slowly. If we have to wait we don’t like it, regardless of what the circumstance. We are perpetually impatient. Here is a deadly breeding ground for customer dissatisfaction There are five elements usually driving customer unhappiness with us. 1. Process We need processes to run our organisations on a daily basis. This includes how we communicate and align the features and value of the offering with the customer’s expectations. In constant drives for great efficiencies, we tend to mould the processes to suit the organisation’s needs, in preference to the customers needs. Japan is a classic in having staff run the business based on what is in the manual. If a decision requires any flexibility, this is usually dismissed because the staff only do what the manual says. As the customer, we often want things at the odds with the manual or we want something that diverges from what the manual says. Take a look at your own procedures. Are there areas where you can allow the staff to exercise their own judgment? Can you empower them to solve the customer’s problem, regardless of what is in the manual. Our processes often become covered in barnacles over the years and from time to time we need to scrape them off and re-examine why we insist things can only be done in this way. 2. Roles Who does what in the organisation. This includes agreement on tasks and responsibilities and holding people accountable to these. Japanese staff, in my experience, want their accountabilities very precisely specified and preferably to be made as tiny as possible. They are scared of making a mistake and being held accountable if things go wrong. They have learnt that the best way of doing that is to become as small a target as possible. The usual role split works well, but what happens when people leave, are off sick or away on holiday? This is when things go awry. Covering absent colleagues requires flexibility and this is not a well developed muscle in Japan. What usually happens is everything is held in abeyance until the responsible person turns up again. Customers don’t respect those timelines and they imagine that everyone working for the firm is responsible for the service rather than only the absent colleague. We need a strong culture of we pick up the fallen sword and go to battle to help our customer, if we are the only person around. This is particularly the case with temp staff. They are often answering phone calls or dealing with drop in visitors and they need to be trained on being flexible and fixing the customer issue. 3. Interpersonal Issues How customer service personnel get along with each other and other departments is key. This includes such things as attitude, teamwork and loyalty. Sales overselling and over promising customers drives the back office team crazy. They have to fulfil the order and it is usually in a time frame that puts tons of pressure on the team. This is how we get the break down of trust and animosity reigning inside the machine. This leads to a lack of communication and delivery sequences can get derailed. When colleagues are angry, they tend not to answer the customer’s phone call as sweetly as we might hope. We need to be careful to balance out these contradictions and have protocols in place where we can minimise the damage. What are your protocols and does everyone know and adhere to them. Now would be a good time to check up on that situation. 4. Direction How the organisation defines and communicates the overall and departmental vision, mission and values is key. This is the glue. We need this when things are not going according to plan. When we grant people the freedom to uphold all of these highfalutin words in the vision statement with their independent actions, then we introduce the needed flexibility to satisfy clients. Are your people able to take these guiding statements issued from on high and then turn them into solutions for clients? 5. External Pressures The resources available to the customer service departments such as time and money become critical to solving customer issues. How much control do we give to the people on the front line to solve problems for our customers? Often we weight them down with rules, regulations and procedures, which make them inflexible. Check how much freedom you have granted to your team to fix a problem for a client? You may find ...
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    12 分
  • 346 Presentation Review Techniques

    346 Presentation Review Techniques
    2025/04/07
    Athletes and coaches spend a lot of time watching their team’s performance. Strengths and weaknesses are sought in order to amplify the former and eliminate the latter. Close scrutiny is applied to key moments, crucial transitions and pivotal points. Presenting should be no different. Cast your mind back though, to the last twenty presentations you have attended and ask yourself how many speakers were recording themselves for later analysis? I would assert that the answer would be either zero or very close to zero. Why would that be? High performance athletes are constantly using video to check on what they are doing. Why don’t high performance leaders, experts, executives, industry influencers, and assorted gurus do the same thing? These days the technology is very good. A simple video camera and tripod investment is a minor affair. The camera microphone itself at a certain distance is fine or you can add a shotgun microphone if needed. You just set it up turn it on and forget about it until the end. You may have to be careful with the arrangements such that no one in the audience will be in the shot and you need to tell everyone that is the case in order to remove privacy concerns. Well if it is all this easy why aren’t more speakers doing this? The smarter ones are. I often coach speakers before major presentations and we always use video. I can tell them what they are doing that needs improvement, but there is nothing more powerful than having that information pointed out to you and seeing it at the same time. If it is just you shooting the video yourself and there is no coach review possibility, there is still enough material on the video for you to make improvements in your presentation. How do you review the presentation? Look at four possibilities for the next time. What can you delete, add, reduce or amplify? There may be habits you have that detract from the persuasion power of the message. Perhaps you are mumbling or umming and ahing. Confidence sells and to sound confident you must be clear and consistent in your delivery. Look for tell taLe body language tics that have a negative connotation. You might be swaying around in a distracting way that competes with what you are saying. Or you maybe be fidgeting, or striding around the stage showing off to everyone how nervous you are. All of these habits weaken your message with your audience. Are you engaging the audience with your eye contact? My Japanese history professor at university would deliver every lecture staring at the very top of the back wall and never engage in any eye contact with the students. Don’t be like that. Use every second of the presentation to lock eyes with members of your audience for about six seconds, one at a time and in random order. Are you using congruent gestures during you explanation or no gestures or too many gestures or permanent gestures? Gestures are there to be points of emphasis, so hold for a maximum of fifteen seconds and then turn them off. Video is also excellent for considering what you might have done, looking for things you could have added to the presentation. Maybe there was a chance to use a prop or introduce a slide to support a point or call for more audience participation by getting them to raise their hands in response to a question. I was giving a talk recently on “AI in the Workplace” and I showed two paintings labelled A and B and asked the audience which one was painted by AI. They had to raise their hands to vote. This was more interesting than just showing them a slide with a painting done by AI. Roughly half of the audience went for either A or B. In fact they were both done by A1 so it was a bit of ruse, but very effective to drive home the point I was making. If you cannot organise a video or if the hosts are not cooperative, then have someone you trust give you feedback. Don’t ask them a broad question such as “how was it?’. We need to be more specific. “Did my opening grab the attention of the audience?”, “Were my main points clear and supported with credible evidence”, “Was I engaging my audience with good quality eye contact throughout?”, etc. Give them a checklist before you start so you can guide them in what to look for. Unless they are a public speaking expert themselves, they won’t know how to help you best. In a year, most people don’t get that much opportunity to speak in public, so it very hard to get the right frequency to enable improvement. If you could do the same presentation five times in a row, by the last one you would be on fire, but that hardly ever happens. This is why the video or expert feedback becomes so useful. You can review the presentation at your leisure and improve on your professional public speaking capabilities for the next outing
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    11 分
  • 345 Japan Leadership Blind Spots

    345 Japan Leadership Blind Spots
    2025/03/30
    Leadership is a swamp. Do leaders have to be perfect? It sounds ridiculous to expect that, because none of us are perfect. However, leaders often act like they are perfect. They assume the mantle of position power and shoot out orders and commands to those below them in the hierarchy. They derive the direction forward, make the tough calls and determine how things are to be done. There are always a number of alternative ways of doing things, but the leader says, “my way is correct, so get behind it”. Leaders start small with this idea and over the course of their career they keep adding more and more certainty to what they say is important, correct, valuable and needed to produce the best return on investment. With a constant army of sycophants in the workforce, the leader can begin to believe their own press. There is also the generational imperative of “this is correct because this was my experience”, even when the world has well and truly moved on beyond that experience. If you came back from World War Two as an officer, you saw a certain type of leadership being employed and the chances are that was why there were so many “command and control” leaders in the 1950s and 1960s. The Woodstock generation questioned what had been accepted logic and wanted a different boss-employee relationship, where those below had more input into the direction of the company. Technology breakthroughs and the internet made hard skill warriors the gurus of leadership. Steve Jobs abusing and belittling his engineers was accepted, because he was so prescient and smart. Technology has however also democratized the workplace. Thanks to search engines and now AI, the boss is no longer the only one with access to key information. Being really smart and even mildly abusive isn’t acceptable anymore. The boss-employee relationship has changed. It is going to keep changing too, especially here in Japan where there are 1.3 jobs for every person working. Recruiting and retaining people becomes a key boss skill. The degree of engagement of the team makes a big difference in maintaining existing customer loyalty and the needed brand building to attract new customers. Social media will kill any organisation providing sub-standard service, because the damage travels far, fast and wide. The role of the boss has changed, but have the bosses been able to keep up? Recent Dale Carnegie research on leaders found four blind spots, which were hindering leaders from fully engaging their teams. None of these were hard skill deficiencies. All four focused on people skills. Leaders must give their employees sincere praise and appreciation We just aren’t doing it enough. With the stripping out of layers in organisations, leaders are doing much bigger jobs with fewer resources. Time is short and coaching has been replaced by barking out commands. Work must get done fast because there is so much more coming behind it. We are all hurtling along at a rapid clip. The boss can forget that the team are people, emotional beings, not consistent revenue producing machines. Interestingly, 76% of the research respondents said they would work harder if they received praise and appreciation from their boss. Take a reality check on yourself. How often to do you recognise your people and give them sincere praise? Leaders do well to admit when they are wrong The scramble up the greasy pole requires enormous self-belief and image building. Mistakes hinder rapid career climbs and have to be avoided. Often this is done by shifting the blame down to underlings. The credit for work well done, of course, flows up to the genius boss who hogs all the limelight. The team are not stupid. They see the selfishness and respond by being only partially engaged in their work. In 81% of the cases, the research found that bosses who can admit they made mistakes are more inspirational to their team members. Effective leaders truly listen, respect and value their employees’ opinions Who knows the most? Often the boss assumes that is them, because they have been anointed “boss”. They have more experience, better insights and a greater awareness of where the big picture is taking the firm. So why listen to subordinate’s mediocre and half baked ideas? Well, engaging people means helping them feel they are being listened to by their boss. Sadly, 51% of the survey respondents said their boss doesn’t really listen to them. Ask yourself, am I really focusing 100% of my attention on what my team are telling me or am I mentally multi-tasking and thinking about other things at the same time, especially what I am goi g to say? Employees want leaders they can trust to be honest with themselves and others There are two elements to this – external and internal reliability. External reliability is the boss does what the boss says they will do. They “walk the talk”. In the survey, 70% said their boss couldn’t be depended upon to be honest and trustworthy when ...
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    12 分
  • 344 How Can Chinese Retail Be So Bad In Japan?

    344 How Can Chinese Retail Be So Bad In Japan?
    2025/03/23
    Bad service is a brand killer. This is a controversial piece today, because I am singling out one race, one group in isolation. It is also a total generalisation and there will be exceptions where what I am saying is absolute rubbish. There will be other races and groups, who are equally guilty as well, who I am not singling out or covering, so I am demonstrating a blatant and singular bias. I know all that, but let the hellfire rain down on my head, I am just sick of some of this lousy service here in Tokyo. It is a mystery to me how the service in some Chinese restaurants here can be so oblivious to Japanese standards of omotenashi. Omotenashi is that sublime combination of anticipating and exceeding client’s expectations, that has made Japanese service so famous. I love Chinese cuisine and I enjoy the high quality standard of Chinese food in Japan. They have the best, most expensive quality, very safe ingredients and really great Chinese chefs here. When I go to places in Tokyo like Akasaka Shisen Hanten in Hirakawacho the service is very, very good. My observation is that is probably the case because the serving staff are Japanese or Chinese who have grown up here. Whenever I go to some “all Chinese” affairs, with only Chinese staff, I find the service is disappointing. I had this experience again recently in the Azabu Juban. It was a first and last time to go to this particular restaurant. The food taste wasn’t the issue, in fact some dishes were delicious. It was the total disinterest on the part of the serving staff and their manager. You don’t feel any particular need to go back there, when there are a hundred other restaurants within a two-minute walk. This makes no sense to me, because when I am Singapore, Hong Kong or Taiwan, the restaurant service is usually very good. Obviously, the more expensive the restaurant, the better the service of course. So, there is nothing inherently missing in the service mentality and capability, that couldn’t be applied in Japan. Why then is it so lacking in omotenashi? I remember reading a purported Chinese saying that, “A man who cannot smile, should not open a shop”. Obviously, some of the Chinese staff working in these establishments I am complaining about, have never heard of that piece of ancient Chinese wisdom. Smiling, making you feel welcome, treating you well are a big fat zero in my experience. The way of serving is very perfunctory, even rough, in some cases. Japanese style restaurant table service is generally very much more refined. What is driving this difference and what does it mean for the rest of us in the service business? Perhaps some of the Chinese staff we are seeing serving in Japan are students. According to the media reports, many are actually working almost full time. They are not professionally trained service staff, in the sense that this is their career. Coming from certain parts of China and from different socio-economic backgrounds, they may have had no exposure to what good levels of service looks like. I went to China for the first time in January 1976 and have been back a number of times over the years. I studied Chinese language, history and politics at Griffith University’s Modern Asian studies faculty. I like many aspects of Chinese culture and studied Tai Qi Quan for about ten years with my excellent teacher, Cordia Chu in Brisbane, before I moved back to Japan. I haven’t been back to China for a while, but I don’t recall the service being particularly bad when I was there last. Perhaps some of these local serving staff living here in Japan only ever eat Chinese food, so they are never exposed to how Japanese restaurants serve their clients. I find that hard to believe though. The thing that puzzles me most is that despite the fact these Chinese staff are working in Japan and are floating in a deep ocean of omotenashi, some don’t seem to picking up any ideas on how to treat their clients. Why would that be? The managers are also Chinese, so they are responsible for leading their staff in the restaurants. Are they oblivious to the service market in Japan and how it functions? Are they just poor managers, who cannot place their operation in a broader context of local service standards. Are they inflexible and incapable of understanding the lifetime value of a repeater client? This is a very competitive restaurant scene here, has more Michelin starred restaurants than Paris, so you would expect that everyone, including some of these Chinese run establishments, would be doing everything they can to build a loyal, repeater client base. This challenges me to consider what we are doing in our own case, with our customer facing service. If I am going to bag some of the Chinese restaurant’s service here in Tokyo, then I had better consider our own standards at the same time. We are a gaishikei or foreign run establishment here. I am ...
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    15 分
  • 343 Your Inspirational Talk Must Be Dynamic

    343 Your Inspirational Talk Must Be Dynamic
    2025/03/16
    Public speaking takes no prisoners. I was attending a Convention in Phuket and the finale was the closing inspirational speech for the week of events. I had to deliver the same speech myself at the Ho Chi Minh Convention a few years ago. This is a daunting task. Actually, when your audience is chock full of presentation’s training experts from Dale Carnegie, it is simply terrifying. The length of the speech is usually around ten minutes, which though it seems shortish, can feel quite long and challenging to design. Being an inspirational speech, it adds that extra degree of difficulty. It comes up though. The organisers ask you to deliver the closing, rousing call to action to fire the troops up for another year. Are you ready to meet the challenge? There are some key components we must assemble. There must be one clear and compelling message. In a speech like this, we can’t rattle off the twenty things everyone should be doing. They can never remember them all and the whole effort becomes too diffused. It is a single call to action, so what is the action or idea we want to propose. We might use slides or we may not, it will really depend on what we want to say. Often in these cases, we can use images very effectively without any words and we supply the narrative during our comments. Photos and images are powerful for capturing attention and people’s emotions. A call to action is an emotional commitment that goes beyond logic. We need to hit the bullseye of what grabs people’s hearts. This is delivered through stories. We take people on a journey of our construction. We plan it such that it leads them to feel what we want them to feel and to think what we want them to think. This planning creates a funnel effect where we keep pulling people back to our central message. Storytelling technique is a terrific vehicle for the speaker to lead people’s hearts and minds. We populate the story with people who are familiar to the audience. Ideally, they can see these people in their mind’s eye. They might be people they have actually met or have heard of. They may be historical events, legendary figures, VIPS, celebrities or people of note who are familiar to our audience. In Ho Chi Minh for my closing speech at Convention, the timing was such that we had previously suffered from the triple whammy of earthquake, tsunami and triple nuclear reactor meltdown in Japan. I spoke with emotion about that event. About having a nuclear cloud pass over your head polluting all the drinking water. Of having massive aftershocks every day for weeks, of the relentless black churning oily water engulfing coastal communities, of the chaos and destruction. I brought that experience alive to drive home my central point. We flesh out the surroundings of the story to make it real. We are all used to watching visual storytelling on television or in movies, so we are easily transported to a scene of the author’s creation, if the words create pictures. We describe the room or location in some detail in order to transfer minds to that place. We place the event into a time sequence with a peg for the audience to grab hold of, to make the story come alive. We might do this by nominating the date or we might specify the season or the time of day or night. This type of context is important because it takes the listener down more layers of the story to make it more relevant. They can draw on their memory of similar occasions to approximate this story. The delivery is where all of this comes together. It is a call to action so the speaker needs to get into high gear to make that happen. There will be an element of theatrics involved for effect. This is not some dubious, dodgy trick or variant on a parlour game to distract the punters. No, it is taking the key message and driving it hard through controlled exaggeration. Our speaker in Phuket, toward the end of his talk, dropped down to the push up position and pumped out twenty rapid fire pushups on his fingertips. I don’t know if you have ever tried this fingertip version, but it was pretty impressive for a man of his age group and was totally congruent with his key point about stress equals strength. It was dramatic, it was daring, but it also added that X factor to his talk. There must be vocal modulation too, from conspiratorial whispers to hitting key words or phrases with tremendous intensity. Gestures will be larger than normal and more dramatic. The speaker will be eyeing the audience with great intensity, with a fire burning in their pupils of complete certainty of the veracity of the key message. There will be a level of super engagement with the audience, to the point they are cheering and responding throughout the talk rather than consolidated clapping only at the end. Crafting a key message, a powerful call to action for an end worth pursuing and then wrapping it up in storytelling...
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    12 分
  • 342 Success As a Leader In Japan

    342 Success As a Leader In Japan
    2025/03/09
    Being the leader is no fun anymore. In most Western countries we are raised from an early age to become self-sufficient and independent. When we are young, we enjoy a lot of self-belief and drive hard along the road of individualism. School and university, for the most part, are individual, competitive environments with very little academic teamwork involved. This is changing slowly in some Universities as the importance of teamwork has been re-discovered. However, for the most part, it is still a zero-sum game, of someone is the top scholar and some are in the upper echelons of marks received and others are not. This extends into the world of work where the bell curve is used to decide who are the star players, who are in the middle and who at the bottom are going to be fired. The modern world of work though demands different things from what we have had in the past. The sheer volume of information available is mind boggling. When I was at University, your world of knowledge was what was on the shelves of the stacks in the University library or other libraries in town. There was a physical card index system to help you find information, although browsing book spines was the fastest method of locating relevant tomes. Today, we have the entire holding of libraries digitized and available for discovery through advanced search tools. We have search engines like Google, Yahoo, Wikipedia and YouTube and now AI platforms to help us find what we need to know. There are powerful publishing platforms like Facebook, Twitter, LinkedIn, Instagram, and TikTok which floodlight information to us, using crowd sourcing of knowledge. We have email connecting us globally 24/7, we have video recordings, live streaming of events, podcasts, etc., all drowning us in information. My 23 year old son’s generation have had to learn how to swim in the floodtide of data, how to analyse, synthesise, select only what is relevant, reliable and credible. Voice commands have replaced keyboards and AI is speeding up the process of access. Even the single, most powerful savant cannot withstand this data flood, cannot keep up with the publishing platforms, cannot do it all alone. Teamwork, the distribution of labour based on finite specialties, crowd sourcing of information and ideas is now a must. Most leaders were not raised in this maelstrom of confusion and over-reaching and struggle just to keep up. We were more or less able to have a superior grasp of subjects, better information than our followers, expert authority and greater specialisation to justify us being the boss. Today, we cannot know it all or do it all by ourselves. In any boss/follower situation, as you climb the ranks you get further and further away from the coalface and have to live the market reality absorbed by osmosis from your people. The flood of information makes that imperative even more pressing. The problem is are you and the other leaders in your organisation any good at coalescing the team’s total power? Are those at the top able to develop people further to make them highly valuable experts supporting the growth of the enterprise? In Japan, the middle management echelon has been crushed by technology, too much data and the democratisation of data challenging their position power. Further, the speed of modern business is being propelled forward in asteroid catching slingshot mode, by instant communications and the widespread flattening of layers in organisations. In Japan, the gradual rise through the ranks, where you were coached by your bosses up the corporate rungs, until you got into a leadership position has been collapsed into only a few rungs today. Your erstwhile bosses had the time to develop their people. Today, be you expat or local, you as the boss in Japan, don’t have any time to do that. You keep adding spinning plates to be kept in motion, as you flit from meeting to meeting, interspersed by deluge email, relentless social media and phone calls on your mobile at any hour of the day. Your “coaching time” has been compressed into barking orders and giving direction to the team. You have no time for doing much brainstorming, because you just have no time. Anyway, the brainstorming method you are using is almost 100% ineffective anyway, so it probably makes no difference. You may as well do a few more emails instead. Actually, it does make a difference though, compared to what needs to be done. The bosses can’t do it all by themselves anymore. They don’t have all the key data and insights. They are perilously time poor, distracted, stressed and busy, busy, busy. They need to have the support of the team to get all the work done and they need the team to be engaged to care about getting it all done. People quality is an issue and only going to get worse as Japan’s demographic decline means anyone with a pulse will be hired. People who just turn up to work in Japan, waiting for their turn to rise up through the ranks, based on ...
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    13 分
  • 341 Don't Get Sabotaged By Your Colleagues When Selling in Japan

    341 Don't Get Sabotaged By Your Colleagues When Selling in Japan
    2025/03/02
    Sales is a nightmare. It is usually a solitary life. You head off to meet customers all day. Your occasional return to the office is to restock materials or complete some processes you can’t do on-line. Japan is a bit different. Here it is very common to see two salespeople going off to meet the client. If you are selling to a buyer, it is also common to face more than one person. This is a country of on-the-job training and consensus decision making, so the numbers involved automatically inflate. Even in Western style operations, there is more of a tendency to send more than one person to the sales meeting. Often, there is a need for a technical person or someone with highly specialised knowledge to attend the buyers’ meeting. This can present some issues if there is no plan for the meeting. I was coaching a salesperson recently who related a horror story to me. The person in question is relatively new to sales, so still finding their way. A more experienced salesperson from a different division was joining the meeting. The intention was to provide more than one solution for the buyer. Without any prior discussion, the accompanying salesperson offered 70% off the pricing in exchange for a volume purchase, in order to grow the relationship. Hearing this from him I was so shocked. I nearly blew my coffee out through my nose. There are so many things wrong with this vignette. These are both salespeople on a base and commission arrangement. One salesperson is hacking into the commission of the other, for a product line-up they don’t represent. This is outrageous behaviour. If you are in that sales meeting and your partner blurts out a combustible like that, you cannot reel it back in or reduce its toxic lethality. It is stated, out on the wild now and you have to live with that statement having been uttered by your side. This was first meeting too, so the damage is even worse. Now the client automatically discounts any rack rate or stated pricing by 70%, because that is what you have trained them to do. When you are in a first meeting in Japan, it would be reasonably rare to even get into pricing. The first meeting has some fixed requirements. The first is to build the trust with the buyer. They don’t know you, so they are suspicious. They are not sitting across from you thinking, “oh goody, here is someone who can help our business to grow”. They are not sure if your word can be trusted, whether you are smart enough to deal with them or if they like you. These outcomes take a good chunk of time to achieve and doing so in one meeting is being overly confident. You also have to understand if there is any point in talking at all. Do you have what they need? In order to make that judgement, you must be asking them highly intelligent questions. What are they doing now? Where would they like to be? If they know that, then why aren’t they there already? What will it mean for them personally if this goes well? We have to be running a scanner over them to understand their needs and then match it up with our catalogue of solutions. All of this takes time. We usually only get an hour with the buyer in Japan, so we need to grab as much information and insight as we possibly can before we have to high tail it out of there. Before we do so though, we must set the date and time for the follow-up meeting to present the solution. Don’t wait - do it right there and then or we may never get back into their busy, busy diary. Back at the lab we brew up the perfect solution and craft it into a killer proposal. Now we go back and present the solution. They may want us to email it to them, but with every fibre in our body we resist that option. We never ever want to be sending a naked, unprotected proposal to the buyer. It needs us right there alongside it, to underline the value attached to the pricing and deal with any questions or misunderstandings which may emerge. We want to read their body language very carefully when they react to what we have suggested. We only talk price in the second meeting and we never start with a discount. We offer the set price and this is the anchor that sets the terms of the discussion. We may drop the price in exchange for a volume purchase, but by 70%? That is the stupidest thing I have heard in a while in sales. As it turns out, I know the guilty party in this case, so it is even more shocking. They should have had more common sense. The problem is they state it and there is nothing you can do. Common sense is not common. The horse has bolted for our hero in this story, but the rest of us should all take careful note. So don’t expect that the people accompanying you to have common sense. Now this is especially the case if they are selling a different line of product from you and they have no skin in the game concerning a heavily discounted sale of your offering. Before the...
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