Episode #211: "Many people say" and Other Strategies For Dealing With Pushback

Why do so many business presentations fail when people disagree?

Even strong executives lose impact when they ignore opposing views. The slide deck is polished, the logic seems sound… but afterward, people quietly say, “That will never work here,” especially in 日本企業 (Japanese companies) and 外資系企業 (multinational companies) operating in 東京 (Tokyo). The presenter leaves feeling successful, unaware that the audience has already rejected the idea.

In Japan, good manners often prevent open confrontation. People rarely challenge you during the talk itself. Instead, they disagree privately, after the meeting. That means you can deliver a “successful” presentation and still lose support, budget, or momentum.

Mini-summary: Presentations often fail not because the content is bad, but because leaders never address the silent opposition forming in the room.

Some public figures have made a habit of using “many people say…” to introduce opposing views and then dismiss them. Used ethically, a similar structure can be powerful for leaders: you bring up the likely objection yourself, then answer it clearly and factually.

For example, in a プレゼンテーション研修 (presentation skills training), we might coach a leader to say:

“Some colleagues may feel this approach is too risky in Japan. However, when we look at the data from similar 日本企業 (Japanese companies), we can see that…”

You:

1. Name the objection first.

2. Attribute it to a broader perspective (“some people say…,” “a common concern is…”).

3. Respond with evidence, expert opinion, or case studies.

4. Do this calmly, without mocking or attacking the opposing side.

By surfacing objections yourself, you show self-awareness and control the frame of the discussion before others frame it for you.

Mini-summary: Ethically using the “many people say…” pattern lets you raise and neutralize objections proactively, while maintaining credibility and respect.

Most presenters are one-dimensional: they only think about what they want to say, not how others will react. To manage opposition inside the talk (not just in Q&A), design your presentation in this order:

1. Two endings, not one

   • Plan one ending for your main message before Q&A.

   • Plan a second, short “re-close” after Q&A to reinforce your core point and next steps.

2. Key points with evidence

   • Identify 2–4 core messages you want people to remember.

   • Attach clear data, case studies, or stories to each one, especially from 日本企業 (Japanese companies) and 外資系企業 (multinational companies) where possible.

3. A “blunderbuss” opening

   • Start with a strong question, statistic, or story that hits a real business pain (e.g., lost sales, low engagement, stalled innovation).

   • This signals the talk is directly relevant to leadership, sales, or DEI研修 (DEI training) outcomes.

4. Opposition points built into the flow

   • As you walk through your key points, deliberately pause to say, “You might be thinking…” and answer the likely objection.

This approach is heavily used in Dale Carnegie リーダーシップ研修 (leadership training) and 営業研修 (sales training), because it keeps you in control of the message from start to finish.

Mini-summary: Design your talk with two endings, strong evidence, a powerful opening, and built-in objection handling so you manage pushback before Q&A even starts.

To truly prepare, you must think like your toughest critic. A useful method is to prepare “the brief for the other side,” like a lawyer:

1. List your main points of view.
   These are the beliefs or actions you want the audience to adopt.

2. For each point, write the opposite.
   Ask: “If I strongly disagreed, what would I say?”

3. Build the best possible case against yourself.

   • What evidence would they use?

   • What case studies would they bring?

   • What questions would they ask to expose gaps in your logic?

4. Now create your responses.

   • Clarify where your evidence is stronger.

   • Acknowledge where their concerns are understandable.

   • Show why your recommendation is still the better path.

In the presentation, you can then say:

“There is an alternative view that says we should wait until the economy stabilizes before investing in this program. Most experts in change management, however, point out that companies that invest in people during uncertainty gain a competitive advantage later.”

Here, you use third-party expert opinion and clear evidence. This reduces the emotional charge and makes disagreement more difficult without sounding defensive.

Mini-summary: By building the best possible case against yourself and then answering it, you enter the room already prepared for the hardest pushback.

In Japan, “Japan is different” is a universal counterargument. If your data, benchmarks, or case studies are international, many people will immediately think, “That doesn’t apply here.”

Instead of being surprised by this, plan for it:

1. Acknowledge the logic.

   “Normally, in other markets, we might expect X to happen. However, because this is Japan, we often see Y instead.”

2. Bring Japan-specific evidence.
   Use examples from 日本企業 (Japanese companies) and 外資系企業 (multinational companies) that operate here. Even one or two concrete local cases are powerful.

3. Reframe the insight.
   Show that the principle still applies, but the execution in Japan needs adjustment.

For example, in a プレゼンテーション研修 (presentation skills training), we might guide a leader to say:

“Global research shows that leaders who coach more and command less see higher engagement. In Japan, where hierarchy is strong, this doesn’t mean removing structure. It means combining clear direction with more listening and questions in 1-on-1s.”

Mini-summary: Treat “Japan is different” as a predictable objection: acknowledge it, bring Japan-specific evidence, and show how the global principle works in the local context.

Sometimes, especially with innovation, digital transformation, or new DEI研修 (DEI training) approaches, you simply do not have perfect data. If you pretend the evidence is complete, people will not trust you.

Instead:

1. Openly say the evidence is still developing.

   “The data is not yet complete, but the trend so far is clear.”

2. Show the trend line, not just a snapshot.
   Explain what the early indicators are and what you will monitor going forward.

3. Describe your risk management.
   Clarify what you will do if the trend reverses or the initiative underperforms.

This makes you a “small and elusive target” for criticism: you are not overclaiming, but you are still decisive. This balanced approach is a key behavior we reinforce through エグゼクティブ・コーチング (executive coaching) with senior leaders.

Mini-summary: When evidence is incomplete, state that fact, show the trend, and explain your risk controls to stay both credible and decisive.

If you claim to be the only expert, people will resist you. Instead, position your experience as one valuable data point among many:

• Say, “In my experience…” rather than “This is the only way.”

• Invite other experiences: “Your experience may differ, and I’d like to hear it in the discussion.”

• Make it clear you are still learning: “So far, what I’ve seen suggests this approach works best.”

This signals confidence without dogmatism. In programs like Dale Carnegie リーダーシップ研修 (leadership training) and プレゼンテーション研修 (presentation skills training), we help leaders combine authority with openness so they are more persuasive and easier to follow.

Mini-summary: Use personal experience as one piece of evidence, not a weapon; this keeps you confident, open, and persuasive.

Many otherwise strong talks collapse in Q&A because the speaker did not plan for pushback. Typical problems include:

• Being surprised by predictable objections

• Reacting defensively

• Allowing one tough question to derail the entire message

To avoid this:

1. Identify the “hot buttons” in advance.
   Ask: “Where will people feel threatened, skeptical, or confused?”

2. Prepare short, clear responses for each hot button.
   Not long speeches—just concise, confident answers.

3. Use your second ending.
   After Q&A, briefly restate your core message and specific next steps. This prevents the final memory from being a difficult question.

4. Practice under pressure.
   In Dale Carnegie training, especially エグゼクティブ・コーチング (executive coaching), leaders rehearse high-stakes Q&A so they can stay calm and persuasive in real situations.

Mini-summary: Q&A becomes the “graveyard” of good talks only when you fail to prepare for pushback; with planned responses and a strong closing, you stay in control until the very end.

• Opposition is predictable — design for it. Build counterarguments and answers into your presentation instead of waiting for Q&A.

• Use “many people say…” responsibly. Raise and neutralize objections yourself with evidence, expert opinion, and Japan-specific examples.

• Respect “Japan is different” while staying strategic. Acknowledge local realities, then show how global principles apply in Japanese context.

• Protect your Q&A. Prepare for hot-button questions, keep answers concise, and finish with a clear, confident re-close.

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.