Episode #216: Do You Have An End To End Sales Process

Why is “I like talking with people, so I want to be in sales” risky for managers?

When a staff member says, “I like talking with people, so I want to be in sales,” it can sound harmless — but it often signals a misunderstanding of what sales actually requires. Many employees who are struggling in their current role assume sales will be easier because it seems social and energetic. In today’s Japan, where skilled salespeople are in short supply, they may even leave and get hired quickly elsewhere.

Mini-summary: Liking people isn’t enough; assuming sales is “easier” can lead to costly internal transfers or talent loss.

Yes, being comfortable with people helps. Strong communication matters. But professional selling is not casual conversation — it’s a disciplined process of guiding decisions.
Sales requires knowing:

• what to ask,

• how to listen,

• when to stay silent,

• and when to speak with purpose.

Without these skills, “talking with people” becomes noise, not progress.

Mini-summary: Sales is structured influence, not friendly chatting.

Why do many salespeople talk too much — and why is that dangerous?

One of the most common sales mistakes is over-talking. Even passionate, well-meaning salespeople fall into this trap. The danger is simple:

• If you do all the talking, you keep what you know.

• You learn nothing new about the client’s situation.

That means you can’t tailor the solution — and the meeting drifts into irrelevance.

Mini-summary: Talking too much blocks discovery, and discovery is the foundation of closing.

In Japan, many clients expect a traditional pitch: they listen quietly, then challenge it to reduce their risk. That makes it even more important to lead differently from the start.
Instead of launching into features, begin by seeking permission to ask questions. This gently resets the meeting from “pitch mode” to “problem-solving mode.”

This approach works across 日本企業 (Japanese companies) and 外資系企業 (multinational companies) alike — especially in 東京 (Tokyo), where buyers are busy and cautious.

Mini-summary: In Japan, asking permission to ask questions is the key to escaping passive pitch expectations.

What questions uncover whether a client will actually buy?

A productive sales meeting starts with two core questions:

1. Where are you now?

2. Where do you want to be?

These define the gap. Your job is to understand whether the client feels urgency and whether they believe they can close that gap alone.

• If they think they can solve it internally, they won’t buy.

• If they can’t, the reason becomes your opportunity.

Mini-summary: The “gap” between now and desired future determines urgency and purchase intent.

After the client explains where they are and where they want to be, ask:
“If you know where you want to be, why aren’t you there now?”

This question reveals the real obstacle. Inside that obstacle lives your value — your raison d’etre.
Sometimes the answer shows you can’t help. That’s still a win because it prevents wasted time and lets you focus on prospects you can serve.

Mini-summary: This question exposes the true need — and whether a deal is even worth pursuing.

How do salespeople accidentally “talk past the deal”?

Even when a buyer agrees, some salespeople keep selling. The more they talk, the more chances they create for new doubts or objections.
Once the client says yes:

• stop pitching,

• confirm next steps,

• and move to follow-up.

Mini-summary: After agreement, extra selling creates unnecessary risk.

What mindset should real sales professionals have?

Top salespeople aren’t performers — they’re investigators. In a strong meeting, the salesperson speaks very little apart from clarifying questions.

That’s why the better statement isn’t:

• “I like talking to people.”

It’s:

• “I like asking people questions.”

This mindset is what separates amateurs from professionals in 営業研修 (sales training) and real field performance.

Mini-summary: Professional sales is question-led, not talk-led.

• Sales isn’t an “easy role” for social people; it’s a disciplined discovery process.

• Over-talking kills deals because it prevents understanding the client’s real gap.

• In Japan, permission-based questioning changes the meeting from pitch to partnership.

• The best sales mindset is curiosity: “I like asking questions.”

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.