Do You Have An End To End Sales Process

Why is “I like talking to people, so I want to be in sales” a red flag for managers?

Because it usually signals a misunderstanding of what professional sales actually requires. When underperforming staff say this, they often assume sales is an easier role where being sociable is the main skill. In today’s Japan, where capable salespeople are scarce, this misconception is risky: they may transfer internally or leave to join another firm quickly.

Mini-summary: Enjoying conversation is not the same as being able to sell. Managers should treat this statement as a wa

Liking people helps. Strong communication skills help too. But sales is not casual conversation—it’s structured influence. A salesperson must know:

• What to talk about (client needs, not your product list)

• How to talk about it (relevance, clarity, confidence)

• When to be silent (to learn, not perform)

• When to speak up (to guide decisions)

These are learned skills, not personality traits.

Mini-summary: Sales success depends on disciplined influence, not friendliness alone.

Talking feels productive, especially when you’re passionate and energetic. But if you dominate the meeting, you only keep what you already know—you don’t learn what the client actually needs. The danger is simple: the more you talk, the less you discover.

High-performing salespeople catch themselves early and shift the conversation back to the buyer through questions.

Mini-summary: Over-talking kills discovery. Discovery is what creates deals.

Why is sales discovery harder in Japan?

In Japan, many clients expect a pitch first. They may sit quietly and wait for you to present, then challenge it to reduce risk. So if you jump straight into explaining solutions, you’re likely talking into the dark.

That’s why the first move must be permission-based questioning: ask to ask. This creates space for real discovery instead of a one-way pitch.

Mini-summary: Japanese buyers often expect a pitch, so you must deliberately earn the right to ask questions.

What happens when salespeople pitch before understanding needs?

They waste the most valuable thing they have: client-facing time. Without discovery, salespeople tend to talk about irrelevant features or services, hoping something lands. This leads to:

• Low engagement

• No urgency identified

• No next step

• No deal

Mini-summary: Pitching without discovery is guesswork, and guesswork loses sales.

What are the two essential early questions every salesperson must ask?

1. “Where are you now?”

2. “Where do you want to be?”

These questions reveal the gap the buyer is trying to close. If the buyer believes they can close it alone, they won’t buy. If they feel stuck, then sales becomes meaningful.

Mini-summary: Great sales starts by defining the buyer’s current state, desired future, and the gap between them.

Ask:
“If you know where you want to be, why aren’t you there now?”

This is the heart of discovery. The answer tells you whether your solution is relevant—and whether the buyer feels enough pain or urgency to act. Sometimes the answer also tells you they’re not a fit, and you should move on quickly.

Mini-summary: This one question reveals the buyer’s true obstacles—and whether a deal exists at all.

The moment the buyer agrees. After that, only discuss follow-up. Continuing to sell after agreement risks reopening doubt and creating “Pandora’s box” objections.

People who enjoy talking often “talk past the deal” and accidentally lose it.

Mini-summary: Once the buyer says yes, stop selling. Shift to next steps.

What mindset actually predicts success in sales?

Not “I like talking to people.”
The better sign is:
“I like asking people questions.”

Sales is mostly listening. If you’re doing it right, you talk very little beyond clarifying questions.

Mini-summary: Sales winners are driven by curiosity and discipline, not chatter.

Japan-specific relevance for managers and sales leaders

At Dale Carnegie Tokyo, we see this challenge across:

• 日本企業 (nihon kigyō / Japanese companies) moving from relationship selling to consultative selling

• 外資系企業 (gaishikei kigyō / multinational companies) hiring talent who must adapt to Japanese buyer expectations

• Leaders seeking 営業研修 (eigyou kenshū / sales training) that builds questioning, listening, and influence skills

• Executives in 東京 (Tōkyō / Tokyo) needing consistent, repeatable sales performance

This is why world-class sales training must focus on discovery, credibility, and buyer psychology—not personality alone.

Mini-summary: Japan’s sales environment rewards disciplined discovery over enthusiastic pitching.

• “I like talking to people” is a weak reason to enter sales; it often hides a misunderstanding of the role.

• Effective sales depends on asking great questions, not delivering great monologues.

• In Japan, earning permission to ask questions is critical before pitching.

• The best salespeople stop selling once agreement is reached.

Founded in the U.S. in 1912, Dale Carnegie Training has supported individuals and companies worldwide for over a century in leadership, sales, presentation, executive coaching, and DEI. Our Tokyo office, established in 1963, has been empowering both Japanese and multinational corporate clients ever since.