The Cutting Edge Japan Business Show

By: Dr. Greg Story
  • Summary

  • 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.
    copyright 2022
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Episodes
  • 349 Success Speaking Formula
    Apr 27 2025

    I was invited to an English Speech contest for Middle School students. The students must have home grown skills and are not eligible to compete if they have spent more than six months abroad, in an English speaking environment. This was pretty grand affair. The organisation running it is run by students at university, who took part in the contest themselves when they were in Middle School. Many of the graduates become business patrons and supporters as they work their way up in their business careers. It a perfect Japanese storm. Japan loves uniforms and the organising body had that covered and Japan loves formality and there was plenty of that on display too. There were some significant lessons on offer for presenters as well.

    One of the sponsoring countries had their Ambassador there to present a prize and give a speech. Extolling the virtues of his country and its educational opportunities for these keen students of English is a natural fit. What wasn’t so natural was that he had to read his speech. I have been a diplomat, yet I see this time and time again - Ambassadors who are poor public speakers. Anyone in that position, for that type of occasion who has to read his speech, qualifies as a poor pubic speaker in my book.

    By contrast Her Imperial Highness Princess Takamado gave a splendid speech, alternating between English and Japanese. She wasn’t reading it, the content was relevant and interesting. When you are a member of the Imperial family there is tremendous expectation on you and she could have chosen the safe route and have read her speech. Yet, she gave her remarks without notes and spoke freely. It was so much more powerful and connected with her audience. The toast was given by a senior Government official, who did so in excellent English and without any notes either. The only one who couldn’t give his speech without reading it, was the one native speaker involved. Rather ironic I thought.

    Then we had the three finalists give their talks. Of course they had memorised their speeches. As Middle School students living in Japan it would be unlikely they would be able to do anything less. A five minute speech is a long time to memorise a speech, but they all did it brilliantly. If the Japanese education system does one thing well, it is rote memorisation. The final speech was given by the winner and it was very surprising. Also surprisingly, the three finalists were all boys, where normally this is an area of education where girls usually do better.

    The English pronunciation of the finalist was certainly not as good as the second and third place winners. You would think that would disqualify him for winning but it didn’t for a number of very important reasons. When he started speaking I was thinking that his pronunciation wasn’t so good, so how did he manage to win? What followed was a winning combination of factors. We can learn a lot from a fifteen year old Middle School student from the backblocks of Wakayama Prefecture.

    His theme was about him trying to improve his poor pronunciation which was congruent with who he was. In other words he was being authentic and appropriate in the eyes of his audience and so he could connect with them. The other boys told stories too but this boy included dialogue with his grandmother in his recounting of his story and this added that additional element of drawing us into the action. When he spoke he did something more than the other contestants.

    He spoke with his whole being. The other two finalists with better English pronunciation used their voices, some small gestures and some facial expressions in their talks. The winner however was speaking with his whole body language lined up behind his words. He was moving in a relaxed way that was congruent with his message. He sounded more natural, even though it was a totally canned speech. He wasn’t the best English speaker in the contest, but he was the best communicator in English. That difference is huge. I found the same thing with my Japanese. I started by worrying about linguistic perfection but discovered it didn't matter. Even if my vocabulary was limited, my pronunciation unreliable and my grammar garbled, the audience came with me into my story, when I delivered it the right way.

    As adults, in business, we can decide to avoid reading our speeches at all costs. Thinking about our audience when we craft our talk is critical. In the delivery, we should be authentic. That means we don’t worry about occasionally mispronouncing words or stumbling over phrases. We are focused in our delivery on bringing our total body language, our passion, to the subject. We don’t get hung up on perfection, because we are focused on communication. If we do that, then we will be successful in getting our messages across.

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    11 mins
  • 348 Open The Kimono Leaders
    Apr 21 2025
    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 mins
  • 347 Roots of Poor Customer Service
    Apr 13 2025
    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 mins
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