Episode #295: Wasting Salespeople

Why are “useless” salespeople getting fired — and what’s the real problem?

Most salespeople who fail to hit targets are labeled “useless” and pushed out. But the deeper issue is often the system around them: unrealistic targets, weak coaching, and corporate environments that treat people as disposable. Industries like recruiting include especially harsh up-or-out models that create huge churn, not because every salesperson is hopeless, but because the machine is designed to grind them down.

Mini-summary: Sales failure is frequently a systems failure, not a talent failure.

Japan’s talent pipeline for English-speaking, globally experienced young professionals is shrinking. Fewer Japanese students study abroad long-term in the U.S., and domestic Japanese firms now compete aggressively for those candidates. If you’re trying to hire an English-speaking salesperson in Japan today, the competition is intense and the supply is limited.

Mini-summary: The market for globally capable sales talent in Japan is tighter than ever.

Traditional OJT (On The Job Training) still exists in name, but not in reality. Managers are overloaded, often working as player-coaches with their own targets. They’re buried in email and firefighting, leaving little time for structured coaching. The result is a widening gap between what companies believe is happening and what is actually happening. Many firms maintain a tatemae (建前 / “public face” or superficial reality) that training is solid, while the truth on the ground is weak.

Mini-summary: Coaching time has collapsed, while companies pretend development is still working.

Are companies investing in training to fix the gap?

In most cases: no. Many organizations haven’t realized how serious the training disconnect is. Sales managers won’t admit upward that they’re not coaching, and L&D teams sometimes try to “handle it internally” to save face or budget. But mediocre training is far more expensive than investing in professional development.

Mini-summary: Denial and internal politics are blocking real training solutions.

How can companies turn “reject” salespeople into top performers?

There’s a big opportunity to rescue young salespeople who have been failed by poor systems. Many capable people quit because monthly pressure and targets feel impossible. If a healthier company hires them and provides structured training, they often thrive. The issue was never their potential — it was the environment.

Mini-summary: “Failed” salespeople can become strong performers with the right training.

Why do unrealistic targets destroy motivation — and how do you set targets scientifically?

In many firms, targets are pulled from thin air, disconnected from reality. A practical alternative is tracking performance from Day One and comparing each salesperson against peers at the same stage. This allows managers to set evidence-based goals rather than relying on intuition. When targets match reality, pressure drops and confidence rises.

Mini-summary: Data-based target setting reduces burnout and improves performance.

Sales training is one of the few investments that can lift revenue quickly. Yet some managers fear training will expose their lack of coaching. Others want to control training internally to protect budgets or roles. The irony is that “cheap” training — weak, inconsistent, or irrelevant — becomes the most expensive option because churn and low productivity explode.

Mini-summary: Ego and politics delay training, even though it’s a fast revenue lever.

What’s the business case for regular sales training in Tokyo (東京 / Tokyo)?

Regular training works at every level. Veterans accumulate bad habits over time; new hires need structure and confidence. Training strengthens process discipline, client communication, and resilience under pressure. It also reduces turnover costs, improves ramp-up speed, and protects long-term market share.

Mini-summary: Sales training is not a cost — it’s a churn-reduction and revenue-acceleration tool.

• Sales failure usually reflects broken systems: weak coaching, unrealistic targets, and denial.

• Japan’s sales talent pool is tightening, making development more critical than hiring alone.

• Evidence-based target setting plus regular training raises performance and retention.

• Professional sales training is one of the fastest ROI investments a company can make.

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.