Episode #338: Not Doing Sales Training Is Stupid

Why do some senior leaders think LinkedIn Learning can replace real training?

Many executives look at online libraries like LinkedIn Learning and see an easy, low-cost solution. The logic sounds efficient: “We don’t need trainers; we can subscribe to videos.”
But the hidden problem is outcomes. Self-paced online courses typically have extremely low completion and behavior-change rates. People may get assigned modules, but without live practice, coaching, and accountability, very little sticks—especially in sales.

Mini-summary: LinkedIn Learning is convenient, but convenience doesn’t equal capability. Sales performance needs more than content; it needs change.

Dale Carnegie teaches leadership, communication, presentations, DEI, and sales. Sales is the hardest to develop because content is not the main barrier—mindset is.
Many salespeople have never had formal training. Instead, they “inherit” methods from bosses or colleagues, or build habits through trial and error. Over time, these habits become fixed, even if they are incomplete or outdated.

Mini-summary: Sales is hard to teach because people don’t just need knowledge—they need to unlearn ineffective habits and rebuild skill.

In Japan, we often see a “patchwork” sales approach: some steps work, but others are missing. Several patterns are common:

• Rapport building is usually strong because it aligns with cultural strengths.

• Referrals are widely used and can be effective.

• Brand dependence is too high. Japan is risk-averse, so buyers trust big names. That helps large brands, but hurts smaller or newer firms.

This shows up most strongly in one critical weakness: asking effective questions.

Mini-summary: Japanese salespeople often excel at trust-building, but struggle with structured discovery and value-based selling.

Why is asking questions so difficult in Japanese sales culture?

A common cultural script is:
“The buyer is GOD.”
The salesperson’s role is to explain everything, then wait for the buyer’s decision. In this dynamic, the buyer controls the call. The salesperson becomes reactive, not strategic.

But guiding a buyer to the right decision requires discovery. Neither side can know if a solution fits until basic questions are asked. The key is to earn permission respectfully.

Mini-summary: In Japan, respect for the buyer can unintentionally weaken the seller’s role. Permission-based questioning restores balance.

What is the “Permission From GOD Formula” for discovery?

To gain permission to ask meaningful questions, salespeople can follow a simple five-part structure:

1. Explain who you are

2. Explain what you do

3. Explain who else you’ve done this for and their results

4. Suggest “maybe” you can do the same for them

5. Ask: “In order to know if that’s possible, may I ask a few questions?”

This reframes questioning as professional due diligence, not confrontation.

Mini-summary: A permission framework helps salespeople ask strong questions without threatening buyer status.

After permission, what should salespeople explore?

Once permission is granted, sellers need a clear diagnostic flow:

1. As-is: Where are you now?

2. Should-be: Where do you want to be in 3–5 years?

3. Barrier: What is stopping you from getting there fast enough?

4. Personal meaning: What will success mean for you personally?

This reveals whether there is a real gap—and whether your solution fits. If it doesn’t, you stop early and protect everyone’s time.

Mini-summary: Great discovery prevents wasted effort and creates a factual case for change.

Why do discounts happen too fast in Japan—and why is that dangerous?

In Japan, pushback often triggers an automatic 20% discount.
That’s a symptom, not a strategy. Pushback usually means the buyer doesn’t yet understand value.

A strong value explanation has five parts:

1. Explain the facts/specs/details

2. Link them to buyer benefits

3. Show how benefits improve the organization

4. Reference similar clients and results

5. Trial close: “How does that sound so far?”

This sequence clarifies value before price becomes the battlefield.

Mini-summary: Fast discounts reduce credibility and profit. Value-first explanation reduces resistance.

How should salespeople handle objections without fighting?

When buyers resist, don’t argue. Start with one question:
“May I ask why you say that?”

This shifts accountability back to the buyer. Now they must explain the reason behind the objection. You gain insight, identify the real barrier, and answer precisely.

Mini-summary: Curiosity beats confrontation. A single “why” question turns resistance into information.

Why do many Japanese salespeople avoid asking for the order?

Because a direct “no” feels socially painful.
So deals stay vague, delays stretch out, and momentum dies. But closing doesn’t need to be dramatic. Often, it’s as simple as:
“Shall we go ahead?”

When the groundwork is solid, asking is natural—not pushy.

Mini-summary: Closing is avoided for cultural reasons, but simple, respectful asks keep deals moving.

What outcomes does real sales training produce that online videos can’t?

Live sales training builds:

• Consistent discovery skill

• Value articulation under pressure

• Objection fluency

• Closing confidence

• Professional selling identity

Even a small improvement in conversion or deal size pays back the investment quickly and continues generating revenue long after the course ends.

Mini-summary: Real training changes behavior, not just awareness—and behavior change is what drives revenue.

• LinkedIn Learning can provide ideas, but it rarely changes sales behavior on its own.

• Japanese sales teams often need structured discovery, value explanation, and closing practice.

• Permission-based questioning fits Japanese culture while restoring seller leadership.

• A small lift in sales outcomes rapidly pays for professional training.

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.