Q: Why do dynamic leaders often struggle to listen well?
A: Because they're focused on making things happen. They drive decisions, push through obstacles, and can turn conversations into monologues rather than dialogues.
Mini-summary: High drive can crowd out listening.

Q: Why can this become worse in Japan?
A: Getting things done in Japan can require extra perseverance, especially for entrepreneurs and turnaround leaders. The "push hard" style becomes the default operating procedure.
Mini-summary: Japan's hurdles can reinforce a push-only habit.

Q: What's the hidden cost of poor listening?
A: Opportunity cost. Vital information isn't being processed when a leader is only pushing out and not drawing insight in. Missing subtle clues, hints, and references can block chances you never notice.
Mini-summary: Poor listening quietly denies you opportunities.

Q: How does low self-awareness show up in these leaders?
A: They miss the signals in the room. They don't notice the listener's frustration at being hit with energy, passion, and commitment that may be far more interesting to the speaker than the audience.
Mini-summary: If you can't read the room, you can't adjust.

Q: Why is listening a leadership "sales" skill?
A: Leaders are selling a vision, direction, culture, plan, and values. "Selling isn't telling." If you steamroll people, you may get surface agreement, but you won't get genuine buy-in.
Mini-summary: Influence requires dialogue, not domination.

Q: What should leaders do instead of steamrolling?
A: Slow down and ask questions. When the other person can contribute, it becomes a dialogue and you gain new perspectives. You also build the relationship by showing respect.
Mini-summary: Questions create engagement and learning.

Q: What happens to staff when leaders do all the talking?
A: Staff are trained not to contribute. They become passive and wait for the next "feeding session" from the boss, rather than taking ownership and offering ideas.
Mini-summary: Over-talking trains passivity.

Q: How do you rebuild contribution and trust?
A: Make questioning a consistent operating procedure, not a one-off. Staff need to see the pattern repeated before they risk speaking up. Your reaction is critical: if you cut them off or dismiss them, they'll go quiet again.
Mini-summary: Consistency and respectful reactions unlock opinions.

Dr Greg Story, Ph.D. in Japanese Decision-Making, is a veteran Japan CEO and trainer, author of multiple best-sellers and host of the Japan Business Mastery series. He leads leadership and presentation programmes at Dale Carnegie Training Tokyo.

Creating Your Personal Style When Presenting
When people hear you're speaking, do they say, "I need to attend that talk"? Style can be built on purpose—by choosing what you'll be known for and practising it in public.

Q: Can you really create a personal presenting style?
A: Yes. Decide your signature—energy, data, stories, razor-clear analysis—then build toward it. Borrow from role models and subtract anything that isn't you.
Mini-summary: Style is deliberate: choose a signature and subtract the rest.

Q: How do you build a following without constant stage time?
A: Publish. Write blogs, record short videos, guest on podcasts. Consistency makes you findable and proves your expertise to organisers.
Mini-summary: Be discoverable: publish proof, consistently.

Q: Should I use humour?
A: Only if it's natural. Forced jokes and culture-centric sarcasm backfire. If wit is part of you, use it sparingly; if not, prioritise clarity and value.
Mini-summary: Be congruent; forced humour erodes trust.

Q: Where do data and research fit?
A: If you have strong data, make it a draw. New information builds authority and repeat audiences—provided delivery keeps it engaging.
Mini-summary: Insight attracts; delivery retains.

Q: How do I avoid being boring?
A: Short sentences, purposeful pauses, clean visuals, one clear message and one action. Practise weekly and review recordings to trim filler.
Mini-summary: Tighten delivery and rehearse in public.

Bottom line: Choose your lane, publish consistently and refine delivery. Repetition creates rhythm; rhythm becomes style—and style builds your brand.

About the Author
Dr Greg Story, Ph.D. in Japanese Decision-Making, is a veteran Japan CEO and trainer, author of multiple best-sellers and host of the Japan Business Mastery series. He leads leadership and presentation programmes at Dale Carnegie Training Tokyo.

Stop Forcing Fit: Sell What Solves Client Problems
Square-peg selling destroys trust and lifetime value. Here's how to redirect, realign and customise so the solution fits the client—not the quota.

Q: What's the #1 mistake salespeople make?
A: Poor listening. They talk too much, miss cues and push their agenda. Start with questions and let the buyer lead briefly if small talk stalls.
Mini-summary: Ask first, listen fully, then steer.

Q: How do I get the conversation back on track?
A: Redirect: "May I ask what outcome matters most right now?" Map goals, constraints, stakeholders and risk; then summarise back for confirmation.
Mini-summary: Clarify outcomes; play back for alignment.

Q: Why is mis-fit so costly?
A: Foisting the wrong solution haemorrhages trust. You may win a tiny first order and lose the account—and reputation—forever.
Mini-summary: Protect trust; protect lifetime value.

Q: How should I handle internal pressure and commissions?
A: Prioritise the client's ROI over your commission or boss's bolshie push. Re-scope if fit is weak; a small right win beats a big wrong one.
Mini-summary: Client ROI beats seller convenience.

Q: When should I customise?
A: More often than you think. Tailoring raises ROI and perceived value, even with fewer features. Off-the-shelf doesn't always fit.
Mini-summary: Make the solution fit the client.

Bottom line: Ask, map, confirm, align to client ROI, and customise. That's how you stop forcing the fit and start earning repeat business.

About the Author
Dr Greg Story, Ph.D. in Japanese Decision-Making, is a veteran Japan CEO and trainer, author of multiple best-sellers and host of the Japan Business Mastery series. He leads leadership and presentation programmes at Dale Carnegie Training Tokyo.