Episode #325: Regret At Leisure If You Tolerate Riffraff Salespeople

Why does the sales profession have a trust problem in the first place?

Sales is often judged more harshly than other professions—even though unethical behavior exists everywhere. Bankers, brokers, real estate agents, and government officials can all harm customers, yet “salespeople” as a group get labeled as dishonest.

The root issue is that sales has historically lacked shared standards of conduct. In many industries you “become” a salesperson simply by taking a sales role, without consistent training or professional rules. That vacuum allows desperate, underdeveloped, or poorly led reps to lie, manipulate, or overpromise.

Mini-summary: Sales suffers a trust crisis because a few bad actors shape the reputation of the whole profession, and the lack of universal standards makes misconduct too easy.

A lie may create a short-term win, but it destroys the very thing sales depends on: trust. When buyers expect deception, every conversation starts with suspicion. This slows decisions, increases objections, and damages brand value.

Corporate history is full of examples: aggressive selling cultures with “win-at-all-costs” targets eventually create scandals that take years to repair. Once public trust collapses, reputation, morale, and even stock value can crater for a long time.

Mini-summary: Lying might close a deal today, but it multiplies risk, ruins brand credibility, and can trigger long-term business crises.

Industries like investment services are uniquely exposed because buyers cannot physically evaluate what they’re purchasing. You can’t see, touch, smell, or test an investment product. The buyer often won’t know whether it was a good decision for months—or years.

So what is really being purchased? Confidence that the salesperson’s story is true. If that story is based on fabrication, the entire relationship becomes toxic.

Mini-summary: When products are abstract, trust is the product—and any lie destroys the sale’s foundation.

A classic example is the fake “availability” script:

“Our representative will be in your area next week—can we meet?”

Often the rep isn’t “in your area” at all. It’s a manufactured excuse designed to pressure the buyer into agreeing. Once questioned, the lie unravels and credibility dies on the spot.

Mini-summary: Even small, casual lies at the opening of a call poison trust instantly.

How does Japanese business culture affect the risk of sales dishonesty?

Japan is known for honesty and high social trust. But that can create a blind spot: leaders may assume salespeople “won’t lie here.” In reality, Japanese selling can face a different kind of pressure:

• The buyer is treated as GOD, so reps may promise anything to protect harmony.

• Avoiding bad news is common; salespeople may hide facts rather than risk discomfort.

• When lies occur, people may not admit them directly, instead deflecting responsibility.

This cultural dynamic can lead to overpromising, internal conflict, and deals that hurt the company long-term.

Mini-summary: In Japan, harmony-driven selling pressures can quietly encourage overpromising and avoidance, so ethical guidance must be explicit.

What should leaders do to prevent lying and rebuild trust?

Trust-based selling is not “soft.” It’s strategic risk management and long-term performance building. Leaders must clearly and repeatedly communicate:

1. Don’t lie to buyers. Ever.

2. We would rather lose a deal than win through deception.

3. Sales is about repeat orders, not one-time wins.

4. Targets must never justify compromising integrity.

This requires coaching, standards, role-modeling, and a culture where truth is rewarded—even when uncomfortable.

Mini-summary: Leaders rebuild trust by setting non-negotiable ethical standards and aligning sales culture with long-term repeat business.

Dale Carnegie Tokyo specializes in developing good people in sales—not just good salespeople. Our programs help organizations in Japan and global firms operating here to:

• Build credibility fast with skeptical buyers

• Communicate honestly without losing influence

• Deliver bad news professionally and confidently

• Align sales goals with integrity and customer success

• Create a consistent, ethical standard across teams

We support both 日本企業 (Japanese companies) and 外資系企業 (multinational/foreign-owned companies) across 東京 (Tokyo) and beyond through 営業研修 (sales training), リーダーシップ研修 (leadership training), and エグゼクティブ・コーチング (executive coaching).

Mini-summary: Dale Carnegie Tokyo equips sales teams to win through trust, ethics, and repeatable relationship-based performance.

• Ethical selling isn’t optional—it’s the core of sustainable sales.

• In Japan, harmony pressure can increase overpromising unless leaders coach truthfulness.

• Trust creates repeat business; lies create reputational debt.

• Dale Carnegie Tokyo builds high-performing sales cultures grounded in integrity.

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.