Episode #255: Prime Minister Suga's Inability To Communicate Finished Him Off

Why Do Leaders in Japan Fail When Their Communication Breaks Down?

Prime Minister Yoshihide Suga’s abrupt exit from office reignited a critical question many executives in 日本企業 (Japanese companies) and 外資系企業 (multinational companies) face:
What happens when a leader cannot communicate persuasively?

Suga’s downfall was widely attributed to his inability to deliver messages with clarity, emotion, or conviction. Despite navigating Covid-19, the Olympics, and unprecedented public scrutiny, his communication never evolved, leaving voters unengaged and colleagues unconvinced.

Mini-summary:
Leadership collapses quickly when communication is flat, unpersuasive, and unauthentic in the eyes of stakeholders.

Executives often ask:
“Is authenticity enough if my delivery is weak?”
In Suga’s case, authenticity wasn’t the issue—the issue was ineffective delivery.

• His speeches were monotonous.

• He showed little facial expression, passion, or vocal variation.

• He relied heavily on scripts and teleprompters.

• His off-the-cuff remarks were short, strained, and uncomfortable.

For leaders in Tokyo and across Japan, this illustrates a major truth:
If your message fails to land, your leadership fails with it.

Mini-summary:
Authenticity alone doesn't persuade—skilled delivery drives impact.

In public perception, Suga became a “forgettable leader”—a label that executives and managers must avoid at all costs.

In Japan’s business environment, where trust and clarity drive decision-making, poor communication can:

• Weaken stakeholder confidence

• Reduce team alignment

• Damage organizational reputation

• Limit influence at the executive table

Even parents jokingly suggested that children should avoid listening to Suga to prevent “bad communication habits”—a powerful symbol of how negative examples spread.

Mini-summary:
Weak communication doesn't just fail to inspire—it actively damages credibility.

As leaders rise through management ranks in 日本企業 (Japanese companies) or 外資系企業 (multinational companies) in 東京 (Tokyo), they are expected to:

• Present strategic ideas clearly

• Influence diverse stakeholders

• Communicate under pressure

• Lead during crises

Suga’s story highlights the consequences of never developing a strong communication foundation early. Unlike Shinzo Abe—whose “Mark II” version showed clear improvement after coaching—Suga displayed no evolution from 2012 to 2020.

Executives in Japan cannot afford this stagnation.

Mini-summary:
Communication must evolve as your responsibilities grow—or leadership impact declines.

Many executives postpone プレゼンテーション研修 (presentation training) or エグゼクティブ・コーチング (executive coaching) because:

• They believe their current style is “good enough”

• They become too busy as responsibilities increase

• They underestimate the strategic value of persuasion

• They avoid feedback or coaching due to pride or discomfort

When Suga finally faced overwhelming public pressure, there was no time left to rebuild ability or influence.

Mini-summary:
Waiting to improve communication guarantees that improvement will never happen.

Executives who want to strengthen leadership presence in Japan need to:

• Develop persuasive speaking skills early

• Practice continuously throughout their careers

• Refine delivery, structure, and emotional connection

• Seek professional coaching before reaching top leadership roles

Training in リーダーシップ研修 (leadership training), 営業研修 (sales training), プレゼンテーション研修 (presentation training), and DEI研修 (DEI training) becomes a long-term investment—not a crisis response.

Mini-summary:
Communication mastery is a career-long discipline, not a last-minute repair job.

• Persuasive communication is essential for leadership credibility in both Japanese and multinational companies.

• Delivery—not authenticity—determines whether your message resonates.

• Communication failures can derail even the most hardworking or capable leaders.

• Early and ongoing professional training prevents leadership stagnation.

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.