『The Japan Business Mastery Show』のカバーアート

The Japan Business Mastery Show

The Japan Business Mastery Show

著者： Dr. Greg Story
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10月19日まで。※適用条件あり
For busy people, we have focused on just the key things you need to know. To be successful 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 マネジメント・リーダーシップ リーダーシップ 経済学
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  • Leadership Visionary in Japan

    Leadership Visionary in Japan
    2026/10/01
    Visionary leadership sounds inspiring until you ask the obvious question: whose vision comes first? Plenty of executives coach their teams on goals, culture, and direction while their own lives run on autopilot. That gap is where credibility quietly leaks away. Real visionary leadership starts with a leader who has already done the hard work of designing an intentional life — then applies that same discipline to the organisation. Why must a leader have a personal vision before a corporate one? A leader who hasn't organised their own life can't credibly organise anyone else's. Corporate vision statements are only as strong as the person delivering them. If a CEO's household, health, or finances are chaotic, that disorder tends to surface in how they run meetings, set priorities, and handle pressure. In Japan, where leaders are watched closely for consistency between word and conduct, this gap is especially costly — Japanese teams often read a leader's private discipline as a proxy for professional trustworthiness. In the US and parts of Europe, personal-brand inconsistency is more easily separated from corporate performance, but it still erodes trust over time. Do now: Before writing next quarter's team goals, spend an hour auditing your own — health, finances, relationships, growth. What does it actually mean to live an "intentional life"? Living intentionally means choosing your experiences deliberately instead of drifting through them. It's the discipline of deciding, in advance, what a well-lived year or decade looks like — rather than reacting to whatever lands on the calendar. This idea overlaps with what Western productivity writers call "designing your life" and what some Japanese executives frame through ikigai, the sense of a reason for being that blends purpose with daily action. Multinational leadership programs, including those built around Dale Carnegie's Leadership Training for Results, increasingly pair skills training with this kind of personal-clarity work, because skills without direction rarely stick. Do now: Write one sentence describing the person you intend to be in five years — then check this month's calendar against it. How do you build a personal vision before a corporate one? Treat your own life the way a company treats its brand — with research, imagery, and a clear direction. Corporations invest heavily in defining brand positioning: colours, tone, market placement. Individuals rarely apply that rigor to themselves, yet the exercise translates directly. Picture the home you want to live in — its location, design, colour palette, and surroundings — with the same specificity a brand strategist would bring to a product launch. A vision book, combining images and written statements, turns an abstract idea into something you can review weekly, not just imagine occasionally. Do now: Start a simple vision board this week — even four images and two sentences is enough to begin. Why does personal branding deserve the same rigor as corporate branding? Because the standards you apply to a company's image are the same standards that shape how others perceive you as a leader. This isn't vanity — it's precision. Detail the person you aspire to become: how you show up in relationships, the way you travel, the style you present, even the vehicle you drive. Comparing sectors makes the point clearly: a consumer-facing brand obsesses over every touchpoint, while a B2B firm focuses on trust and consistency. Leaders benefit from borrowing both approaches — visible polish paired with dependable follow-through — regardless of whether they operate in a startup, an SME, or a multinational. Do now: Pick one area — appearance, communication style, or daily routine — and define exactly what "on-brand" looks like for you. How should goals connect back to a personal vision? Goals only matter when they're built around the different roles a person actually plays, not just their job title. Most professionals default to career-only goal-setting, which ignores that they're also a spouse, parent, friend, and community member. Effective goal-setting maps ambitions across finance, health, relationships, and personal development, with each goal traceable back to the larger vision. Vision is the destination; goals are the vehicles that get you there. Milestones, with real timelines, keep the vehicle from stalling — a lesson increasingly emphasised in leadership development post-pandemic, as hybrid work blurred the line between professional and personal roles. Do now: List your key life roles, then write one goal under each that ladders up to your stated vision. How does personal vision-setting make someone a better leader of others? A leader who has already put their own life in order earns the credibility to help others do the same. Zig Ziglar's well-known line — that you can get everything you want in life by helping others get what they want — captures the payoff of this ...
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    9 分
  • Dress Presentation When Presenting In Japan

    Dress Presentation When Presenting In Japan
    2026/09/24
    Every presenter has heard the claim that 55% of an audience's impression comes from appearance — and almost every presenter who repeats it gets the context wrong. As of 2026, with hybrid and in-person conferences competing harder than ever for an audience's attention against the pull of a smartphone screen, what a speaker wears has become part of the message itself, not a footnote to it. Understanding what Professor Albert Mehrabian's UCLA research actually measured — and what it didn't — is the first step to using appearance strategically rather than superstitiously. Does appearance really account for 55% of an audience's impression? The 55% figure is real, but it only applies when a speaker's words and delivery contradict each other — not as a general rule for every presentation. Mehrabian's original UCLA research measured what happens when verbal content and non-verbal signals send mismatched messages; it was never a claim that appearance always outweighs content. Misquoting it as a universal law has become one of the most persistent myths in presentation training, repeated far more often than it's checked. The real lesson is narrower but more useful: incongruence between what you say and how you present it is what causes audiences, already distracted by phones and notifications, to disengage. Do now: Before your next talk, check that your energy and tone actually match your message — that alignment matters more than any wardrobe choice alone. Why does clothing choice matter more for high-energy presenters? High-energy delivery generates visible heat, and clothing that shows sweat undermines exactly the engagement a dynamic speaker is trying to build. A light blue shirt is a common trap: sweat creates a distracting two-tone effect that pulls eyes away from the message. White shirts paired with a jacket avoid this problem while maintaining a professional baseline appearance. This is a practical, physiological consideration as much as a stylistic one — the more physically animated the presentation style, the more clothing choice becomes a variable to actively manage rather than an afterthought. Do now: Test your presentation shirt under real conditions — move, gesture, and check for visible sweat patterns before you're on stage. How should presenters manage fit and colour to avoid distracting the audience? An ill-fitting suit or an overly bright jacket pulls audience focus away from the words being spoken, which defeats the purpose of dressing professionally in the first place. Fit issues — sleeves too long, shoulders too tight — read as inattention to detail, while bright colours compete visually with facial expressions, the primary channel for non-verbal communication during a talk. The goal isn't to disappear, but to ensure clothing supports the message rather than competing with it. This applies whether the setting is a formal Tokyo boardroom or a more casual startup pitch environment. Do now: Have someone photograph you mid-gesture in your presentation outfit and check what draws the eye first. What posture and clothing details trip up presenters on panels? Leg-crossing on a panel can expose hairy legs or bare ankles, an easily avoidable distraction that long socks solve immediately. Panel settings differ from solo presentations because posture is visible and sustained for extended periods, often in close proximity to other panellists and the audience. Small wardrobe choices — sock length, seating position — become more consequential in this format simply because there's more time for an audience's eye to wander. The same principle extends to tie choice: bright, patterned ties can compete for attention with a speaker's face, so muted options work better on camera and on panels alike. Do now: Before your next panel, check your socks and seating posture the way you'd check your slides. Why do small details like tie length and collar gaps undermine credibility? A visible gap between the tie knot and shirt collar, or a tie that peeks out from under the jacket, are minor details that disproportionately signal carelessness. These aren't fashion preferences so much as precision indicators — an audience registers them subconsciously as a lack of attention to detail, which can quietly erode credibility before a word is spoken. Shortening tie length slightly so it stays tucked under the jacket, and tightening the knot to the collar, are small corrections with outsized impact on perceived polish. The same logic applies globally, from Tokyo to New York: audiences notice precision even when they can't articulate why. Do now: Check your tie knot and length in a mirror before every presentation — treat it as part of your pre-talk checklist. How should footwear, accessories, and nametags be handled — and does this apply to women too? Scuffed shoes and mismatched belt-and-shoe colours undermine professionalism just as much as a poorly fitted suit, and nametags should be placed on the ...
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    9 分
  • Ending Your FY Powerfully In Japan

    Ending Your FY Powerfully In Japan
    2026/09/17
    December is where sales years are won or lost, and nowhere is the timing trickier than Japan, where the fiscal year runs to March rather than December. As of 2025, with hybrid work stretching the traditional bōnenkai season and travel schedules compressing the final weeks before the holiday break, salespeople who ease off in December are handing rivals a head start into the new year. Research on sales productivity cycles suggests this pre-holiday slump can cost as much as 8% of annual output — a gap that disciplined pipeline-building in December can close before January even begins. Why does sales productivity drop in December, and why does Japan's calendar make it riskier? Salespeople naturally ease off as year-end approaches, but in Japan this coincides with a fiscal year that still has three months left to run. Unlike US or European firms closing their books in December, Japanese companies operating on an April–March fiscal year are mid-cycle, not wrapping up — so prospects and decision-makers are still budgeting and planning, not disengaging. Sales teams who treat December as "dead time" waste a window when competitors are quiet and calendars, while busy with bōnenkai (forget-the-year) parties, still have room for a well-placed conversation. The productivity dip is real, but it's a choice, not a law of the calendar. Do now: Block two hours this week purely for December pipeline-building, before year-end social commitments fill the diary. How does an Opportunity Matrix uncover sales hidden inside existing accounts? An Opportunity Matrix lists every available solution across the top and every client down the side, using check marks for current purchases and A/B/C ratings for follow-up priority. This turns a vague sense that "there's more we could sell them" into a structured account-by-account plan. Enterprise software vendors and B2B service firms alike use similar account-mapping tools to spot cross-sell and upsell gaps that individual reps, focused on their own patch, often miss. The matrix works whether the client base is five accounts or five hundred — the discipline is the same. Do now: Build your matrix this week and flag every "A" opportunity for a call before the holidays. Why is December the right time to reconnect with "orphan" clients? "Orphans" are former clients who drifted away — through staff turnover, budget shifts, or economic pressure — and December is an ideal, low-pressure time to reach back out. Contacts change roles constantly in Japan's corporate structures, and a client lost under one decision-maker may be very much in play under their successor. A reconnection call in December doesn't need to close anything; it just needs to re-establish the relationship, with a meeting pencilled in for January once new-year budgets are live. Firms that systematically track lapsed accounts consistently recover more revenue than those treating churn as final. Do now: Pull your last twelve months of lost or dormant accounts and send three re-introduction messages this week. How can look-alike targeting make prospecting more efficient than cold calling? Look-alike targets are companies in the same industry as existing clients, likely to share similar needs — and they convert far better than random cold outreach. Instead of working through a generic list, salespeople can lean on the pattern-recognition already earned from serving comparable firms: the same pain points, procurement cycles, and competitive pressures tend to recur within a sector. This mirrors how B2B marketers build lookalike audiences from existing customer data — the sales version simply does it through direct calling and referral requests rather than ad platforms. Compared to sectors like manufacturing, industries with tighter networks (finance, professional services) tend to yield especially strong look-alike results. Do now: List three current clients' closest industry peers and draft one tailored opening line for each. Why is finding the right decision-maker harder in Japan than in Western markets? Decision-maker information is less openly available in Japan than in the US or Europe, making annual reports, referrals, and credibility statements more important than cold digital research. LinkedIn penetration remains comparatively low in the Japanese market, so the tools Western salespeople default to often come up short. Annual reports can surface key personnel names, but referrals through an existing network — colleagues, partners, or satisfied clients — remain the most reliable route past the gatekeeper. A well-rehearsed credibility statement becomes essential when a referral isn't available. Do now: Ask two existing clients this week whether they can introduce you to a contact at a target account. How should salespeople use credibility to get past gatekeepers and reach decision-makers? Leading with direct competitor experience, backed by concrete evidence of past results, is what earns a salesperson ...
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    9 分
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