Episode #1: Salespeople Need To Care

Why do so many smart, technically skilled salespeople still struggle to win trust and close business in Japan, even when their product is clearly the right solution?

Executives in 日本企業 (Japanese companies) and 外資系企業 (multinational companies in Japan) tell us the same story: sales teams know their products, but clients don’t feel that they truly care. The result is longer sales cycles, more “think about it” responses, and lost opportunities to competitors who connect emotionally, not just logically.

This page explores why “People don’t care how much you know, until they know how much you care” is not just a nice quote, but a core business strategy — especially for sales leaders in 東京 (Tokyo) managing diverse, demanding B2B clients.

Most organisations hire bright people, train them on product features, and expect results. Product knowledge, technical specs, and industry insight are essential — especially when selling into highly regulated or complex environments. Clients expect your team to “know their stuff” as a baseline.

However, when salespeople focus only on what they know, conversations quickly become one-way presentations. They push slides, brochures, and options — hoping that if they show enough, something will stick. This leads to the “process of elimination” style of selling:

• “You don’t like that package? How about this one? Or this one?”

• The seller keeps changing the offer, but never really understands the buyer.

• The buyer feels unseen, unheard, and exhausted.

From the buyer’s side, this feels like being shown “50 shades of pink” when what they really want is “blue”. The issue is not the product, but the mindset behind how it is sold.

In short: Product knowledge opens the door, but it is not what closes the deal. Clients buy when they feel understood and cared for, not when they are overwhelmed by options.

Senior buyers are highly skilled at reading people. In just a few minutes, they can sense whether a salesperson is there to help them win — or just to win a commission.

Clients pick up on subtle cues:

• The salesperson’s eyes light up more at the size of the deal than at the client’s success.

• Questions feel superficial, as if they are just ticking boxes before moving to a pre-decided pitch.

• The conversation feels rushed, transactional, and heavily focused on closing “this month”.

When buyers feel they are being treated as a target rather than a partner, trust collapses. Even if the seller is charismatic and articulate, they come across as short-term “deal chasers” — the Hollywood-style smooth talkers who shine brightly for a moment and then disappear, leaving damage behind.

Clients don’t want to be “closed”; they want to be supported in making a smart decision that works inside their organisation. If they sense the salesperson’s motivation is not centred on their best interests, they simply don’t buy — or they buy once and never return.

In summary: Clients are remarkably accurate at judging intent. When your team’s true focus is quota and commission, not client success, trust breaks — and with it, revenue predictability.

What is kokorogamae (心構え) and why does it matter in sales?

In Japanese culture, kokorogamae (心構え) is often translated as “preparedness”, but in the context of sales and leadership it goes deeper. A better translation is “getting your heart in order” — aligning your inner intention before you act.

Those who study Japanese martial arts or traditional arts (the various dō, meaning “way”) understand that true mastery is not only about technique. It is about the spirit with which you step onto the training floor, into the boardroom, or into a client meeting.

In sales, kokorogamae means:

• Clarifying your True North — your pure intention in serving clients.

• Asking yourself, “Is my first priority my result, or the client’s result?”

• Treating every meeting as the beginning of a long-term relationship, not just a single transaction.

When a salesperson’s kokorogamae is misaligned — when they are secretly driven by ego, status, or a “big win” — clients sense something is off. Even highly skilled, charismatic sellers can become dangerous to your brand if their internal compass is wrong. They may close deals in the short term, but they damage trust, reputation, and referrals for years.

In short: Kokorogamae (心構え, “getting your heart in order”) is the invisible competitive advantage in sales. When your team’s inner intention is to serve, clients feel safe to buy. When it isn’t, nothing else fully works.

What happens when salespeople lead with True North instead of features?

When salespeople start from True North — the client’s long-term success — their behaviour changes in very practical ways:

1. They begin with questions, not slides.
   They invest time to understand the client’s situation, constraints, risks, political landscape, and success metrics. Their questions are designed, not random.

2. They tailor solutions, not push catalogues.
   Once they truly understand the need, they present a solution that feels “made for me” from the buyer’s perspective. The client recognises themselves in the proposal.

3. They handle concerns calmly and transparently.
   Objections are not “annoying barriers”; they are invitations to provide clarity and reassurance. The salesperson listens carefully, responds honestly, and never pressures.

4. They confidently ask for the order.
   Because the solution is built on trust and understanding, asking for a decision feels natural, not aggressive. The client sees the salesperson as a partner in success.

This is the mindset that drives high-performance 営業研修 (sales training) outcomes in 日本企業 (Japanese companies) and 外資系企業 (multinational companies in Japan). It aligns perfectly with how senior decision-makers in Tokyo expect to be treated: with respect, sincerity, and long-term commitment.

In summary: When salespeople lead with True North, they naturally behave like trusted advisors. They ask better questions, design better solutions, and create client loyalty that no discount can match.

For sustainable change, kokorogamae cannot be left to chance. It must be developed deliberately — just like product knowledge or negotiation skills. This is where structured development becomes critical for both 日本企業 (Japanese companies) and 外資系企業 (multinational companies in Japan).

At Dale Carnegie Training Tokyo, we integrate this mindset into:

• 営業研修 (sales training):
  Programmes that shift salespeople from product-pushers to trusted advisors, focused on client value and long-term relationships.

• リーダーシップ研修 (leadership training):
  Helping sales leaders role-model True North, coach their teams on intention and behaviour, and build a culture of client-centric success.

• プレゼンテーション研修 (presentation training):
  Training that moves beyond “slides and data” to authentic, persuasive communication that shows the client you genuinely care about their outcomes.

• エグゼクティブ・コーチング (executive coaching):
  One-to-one support for senior leaders to align strategy, culture, and personal leadership style with a client-first mindset.

• DEI研修 (DEI training):
  Programmes that help leaders and teams respect diverse perspectives — a critical capability when selling into complex stakeholder environments and cross-cultural organisations.

Backed by over 100 years of global Dale Carnegie experience and more than 60 years on the ground in 東京 (Tokyo), these programmes help embed kokorogamae into everyday sales behaviour, not just into training room theory.

In short: You can’t “tell” salespeople to care; you must develop them to care, and give them the skills to act on that intention consistently.

What practical steps can I take with my team this quarter?

You can start shifting your sales culture immediately with a few concrete actions:

1. Ban premature pitching.
   Set a clear rule: no one talks about products or solutions until they have asked enough questions to map the client’s real needs, constraints, and success metrics.

2. Redesign your sales questions.
   Work with your team to create well-designed, open questions that uncover strategic priorities, internal politics, risk concerns, and long-term goals — not just surface-level needs.

3. Make kokorogamae visible.
   Introduce the concept of kokorogamae (心構え, “getting your heart in order”) in team meetings. Ask each salesperson to articulate their True North when meeting clients.

4. Coach on intention, not just technique.
   During pipeline reviews and deal coaching, ask: “Whose success are we really focused on here — ours or the client’s?” Use this as a mirror for mindset.

5. Invest in structured development.
   Integrate kokorogamae into your 営業研修 (sales training), リーダーシップ研修 (leadership training), and プレゼンテーション研修 (presentation training) so that mindset and skill grow together.

In summary: Small, consistent shifts — how you question, how you coach, and how you define success — can transform your sales culture from transactional to truly client-centric.

• Intent is your strongest sales differentiator. Clients buy when they feel you genuinely care about their success, not when they are overwhelmed by features.

• Kokorogamae (心構え) matters. “Getting your heart in order” — clarifying True North — is a practical business discipline, not a soft concept.

• Mindset and skill must develop together. High-impact 営業研修 (sales training) and リーダーシップ研修 (leadership training) embed client-first thinking into daily behaviour.

• Tokyo is a high-trust market. For 日本企業 (Japanese companies) and 外資系企業 (multinational companies in Japan), long-term relationships, sincerity, and respect drive growth more than aggressive closing tactics.

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.